INDIANMANAGEMENTTHOUGHTS&PRACTICES

The purpose of this note is to understand the subject Indian Management Thoughts & Practices. StudentsinTYBMShavethissubjectintheirVIsemester. Ithasbeenobservedthatthissubjectistaughtandlearntinvariouscollegesdifferently.Althoughthe coveragehasbeendefined,thattoobroadly,thedepthtowhichoneneedstotreataparticulartopicis notmentioned.Intheabsenceofasinglestandardtextbook,thingsbecomemorecomplicated.Well intentionedfacultyandstudentshavecreatedsomestandardanswersforsomeofthesamplequestions mentionedintheseminarreport.Theseanswershavedifferentapproachesandhencequiteconfusing to the students. Since the subject deals with Spiritual aspects, Indian Ethos, Environment, Indian Personalityetc.isamultidisciplinaryaspecttothesubject. It has been seen that many equate the subject with only Spiritual aspects. In the bargain, they emphasizemoreonSanskritslokas,Hinduscriptures,etc...OthersemphasizeonIndianEthosmoreon theSocialaspects.Asisexpectedeveryonehasafavoritestrengthanddealswiththetopicsthrough that favorite strength. At the end of the semester, I have found that students are totally confused abouttheverypurposeofthissubjecttotheextenttowhichtheytakeisapain.Beingtooyoungto appreciate the complexity of the subject, which is based on Indian Values, primarily, I notice that we needtohavereallycompetentpeoplewhoknowtheutilityofthesubject,whoareabletocorrelatethe various limbs of this subject and translate it into fundamental understanding to the students in the mannerinwhichtheyunderstand. I understand this is a thinking subject to be answered by building up the answers from solid first principles.Thequestionis:whatarethefirstprinciples?Ihavecreatedsomebasicpointswhichwhen read would form the basic understanding of the various modules. Instead of mugging up standard answers,itisimportantthatstudentsknowthebasicfabricofthesubject,itspurpose,itsapplication, anditsusefulnessincareer. Ifindthissubjecttobeextremelyrichincontentandwecouldgodeepintomanyareasandyetwemay havenotcoveredevenasmallarea.Myvisionisasfollows: 1. IMTP is to be studied in the following manner: basic revision of FHS I & II, POM, followed by introductiontoIndianEthosthroughthetypicalhomemodel,whereinwethroughdiscussions andexamplesmakethestudentsidentifyhowtheirbackgroundsatthefamilylevelhavecertain builtinvalues,etc. 2. AspertheseminarreportofNMcollege,followingarethemodules: a. Personalities&PersonalityDevelopment. b. LearningNature,NatureSynthesis,WorkMotivation&WorkEthics,Productivity. c. Leadership,LeadershipRoleModels. d. NaturalEnvironment&HumanSociety. e. Conflict&HarmonyinSocietyandWorkOrganization. 3. TheIndianEthosisbasedontheconceptofSanatanaDharmatheoldestreligionofmankind, which includes all that is covered in all religions. The Sanatana Dharma covers primarily the CompiledbyMANAGEMENTPARADISETEAM. Page1

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spiritual aspects of the cosmos, creation, man, etc. Certain realities are enunciated and put downformankindtocomprehendthroughShruti(Listening)andSmriti(Contemplation).What SanatanaDharmaenunciatesisenunciatedinallreligionsindifferentforms. Firstandforemost,SanatanaDharmastatesthatthereisSupremeBeingwhoistheprimecause ofallthathappensordoesnothappen.ItistheWillofthisSupremewhichultimatelyprevails overeverything. Next, Sanatana Dharma states that all of us come from the Supreme Being and hence all the propertieswhichtheSupremeBeingpossesses,wetoopossess. ItfurtherstatesthattheonlyPurposeoflifeistofindourwaybacktowardstheSupremeBeing. The way back to the Supreme Being consists of certain understanding of the road maps leading to the Supreme Being. These road maps are based on certain laws of Universe. We need to understand these laws and abide by them, without violating them and find our way backtotheSupremeBeing.] ThewholepurposeoflifeistounderstandtheseUniversallawsandlearningeveryattemptto livebythem.ReligionprovidestheguidanceforunderstandingthesecomplexUniversallaws andlivingbythem.Religionisastructuredformofspiritualpracticesputdownwithcertaindos anddonts. Everylandconsistsofadominantreligionwhichaffectsthepracticesandcustomsofthepeople of that land. By dominant is meant, majority of the people follow and profess a particular religion. Due to sheer numbers, this majority has an influence on the others more by default thanbydesignonthecustoms,practices,etcofthepeopleofthatland. In India, we have had Hinduism as the dominant religion and the practices and customs of peopleofIndiaregardlessoftheirreligiousbackgroundhavebeeninfluencedbyHindureligion. The same applies to say a country like Saudi Arabia. The dominant religion, Islam, in Saudi Arabia, influences the people who reside there. This is true with every country. It is said that religion/spiritualism renders a character and direction to the country making it contribute constructivelytotheworldlivingandpeace.Everynationneedsthusneedsaspiritualbaseforit toleadanddirectitscitizenstoharmoniouslivingandworldpeace. Tolerances, Rightful living, Peace, Love are some of the attributes that are common to all religions.Buttheapproachesaredifferentindifferentreligions.In IMTP,welearn how these areapproachedfromtheSanatanaDharmaangle&howtheseareapartofourlivingandhow theseaffectourPersonalitiesandinturnourattitudes,behaviors,etc.attheworkplace. WeneedtoknowthisparticularlyinglobalIndia,tounderstandhowtheIndianmindsrespond tothefastchangingglobalworldofbusiness.Weareinapositiontounderstandthedrivers andtheretardersofthetypicalIndianprofessional. BylearningIMTP,weareinapositiontoconductaformofSWOTonourselvesasanationand oneachofusindividuallyaswell. In Personality (module one), we study the Indian aspect of what constitutes Personality as different from the Personality of the West. Here is where we need to brush up FHS understandingofPersonalityforreadycomparisonandcorrelation.Asanextension,weneedto correlatewithexamples/cases. InPersonality,weareaddressingMannotamereaphysicalform,butwestartformhowwe are composed. The five elements Earth, Water, Fire, Air, Space ( Prithvi, Jal, Agni, Vayu, Page2

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Akash)EntireUniverseiscomposedofcombinationofthefiveelementsinvaryingdegrees.The humanbodyiscomposedofthesefiveelementsaswell.Sowehavefivebodiesofwhichweare composed(notonephysical)(thefiveKoshas).Weneedtoleadabalancedlifetoreturntothe SupremeBeingfromwherewecome.Forthisbalance,weneedtobalanceourfivebodies.So thatallthefiveelementsareinoptimumbalanceasisrequiredforharmoniousliving.Withinus resides a part of Supreme Being. The Supreme Being is called as Param Atma (Supreme Soul) andthatpartwithinusiscalledasJivaAtma(LivingSoul).Whenwelivebalancedlives,wearein touchwithourJivaAtmaandfindthepurposefulnessoflife,whichisfindinguswaybacktothe SupremeBeing. 16. Every human being is divine and hence the Indian approach with any human being is one of seeingtheSupremeBeingwithinhim.(ConceptofDivinity) 17. SincetheSupremeBeingParamAtmapervadesallthatisthereinthisuniverse,andsinceour prime/only duty is to work towards making our way back to Param Atma, we need to lead rightfullivingofbalance.Inspiteofthismanyofustendtoleavethismortalworld(die)with incompletionwithasetofunfinishedduties.Tofulfilltheseunfinishedduties,wearemade to be reborn. Hence the principle of rebirth. When we are living we perform certain actions whicharetowardstheParamAtmaandcertainactionswhichareawayfromtheParamAtma. Usually due to ignorance of the Universal laws or partial understanding, we tend to get divertedformthepathtoParamAtma.Asaresult,wecreatecertainKarmasthatneedtobe cancelled. Through rebirth, we are given an opportunity to cancel these bad Karmas and finallymergewiththeParamAtma. There are five modules in IMTP. The building blocks are established in PERSONALITY, the basics. The nextmoduleisbasedonNATURE&ENVIRONMENT,anextensionoftheearliermodule. PERSONALITYMODULE 1. In Personality (module one), we study the Indian aspect of what constitutes Personality as different from the Personality of the West.(Here is where we need to brush up FHS understandingofPersonalityforreadycomparisonandcorrelation.Asanextension,weneedto correlatewithexamples/cases). 2. In Personality, we are addressing several basic concepts, like Karma, Divinity, Attachment, Dharma,Yoga,Selfaphysicalform,butwestartformhowwearecomposed.Thefiveelements Earth,Water,Fire,Air,Space(Prithvi,Jal,Agni,Vayu,Akash)EntireUniverseiscomposedof combinationofthefiveelementsinvaryingdegrees.Thehumanbodyiscomposedofthesefive elementsaswell.Sowehavefivebodiesofwhichwearecomposed(notonephysical)(thefive Koshas).WeneedtoleadabalancedlifetoreturntotheSupremeBeingfromwherewecome. For this balance, we need to balance our five bodies. So that all the five elements are in optimum balance as is required for harmonious living. Within us resides a part of Supreme Being. The Supreme Being is called as Param Atma (Supreme Soul) and that part within us is calledasJivaAtma(LivingSoul).Whenwelivebalancedlives,weareintouchwithourJivaAtma andfindthepurposefulnessoflife,whichisfindinguswaybacktotheSupremeBeing. 3. Every human being is divine and hence the Indian approach with any human being is one of seeingtheSupremeBeingwithinhim.(ConceptofDivinity) CompiledbyMANAGEMENTPARADISETEAM. Page3

4. SincetheSupremeBeingParamAtmapervadesallthatisthereinthisuniverse,andsinceour prime/only duty is to work towards making our way back to Param Atma, we need to lead rightfullivingofbalance.Inspiteofthismanyofustendtoleavethismortalworld(die)with incompletionwithasetofunfinishedduties.Tofulfilltheseunfinishedduties,wearemade to be reborn. Hence the principle of rebirth. When we are living we perform certain actions whicharetowardstheParamAtmaandcertainactionswhichareawayfromtheParamAtma. Usually due to ignorance of the Universal laws or partial understanding, we tend to get divertedformthepathtoParamAtma.Asaresult,wecreatecertainKarmasthatneedtobe cancelled. Through rebirth, we are given an opportunity to cancel these bad Karmas and finallymergewiththeParamAtma. NATURE&ENVIRONMENTMODULE AllCreationisagifttomankindandneedtobeusedproperly.WemustrespectNatureandbegrateful towardsitsabundance.ByleadinganeedbasedlifeofSelfControlweautomaticallygetsensitivetothe surroundingsandpreventanyexploitationorravageofNatureandEnvironment. TherearethreemodulesinIMTPthatareofrealtimesocialcontext:Learning,LeadershipandConflict. TobeusedinpracticeinmanagingIndiancorporateworld. A)LEARNINGmodule 1) Ethics & Morals. Ethics being inner benchmark one sets for oneself based on ones Value system (please draw the Value diagram discussed in the class better clarity!). Morals being ethicsinpractice. 2) IntegritywhichistheHolisticPersonalityattributes.WalkingtheTalk 3) Motivation in Indian contextValuebased motivation.Dharma, Artha, Kama Moksha path..notalwaysformaterialgains.(DrawtheDharma.pyramid) 4) Motivation in Western context.Needbased motivation usually material/tangible based (DrawtheMaslowsPyramid) 5) LearninginIndiancontext..Gurukulsystem.learningthehardway..toinculcateDharmaas a primary building block of life.learning is holistic.material gain ensues as result of the DharmaArthaKaamaMoksha path. Implicit Trust between Guru and Shishya that the Guru would always mean Shisyas welfare/progress. Inside out approach. Values, Skills, Results, People(TransformationalLeader) B)InLEADERSHIP,wehavetostudywhatmodernleadersarecomposedof,intermsofPersonality characteristics, Behaviors, Values, etc. This is a broad coverage based on FHS. Then we need to understand how the Indian Leader compares and contrasts with the Western counterpart. TransformationalLeadersvs.TransactionalLeadersvs.OrdinaryManagers.(GiveexamplesofRatan Tata,NarayanMurthy,BMMunjal,SureshKrishna,etc.) C)InCONFLICT,thesameapproachneedstobefollowed.FHSfundasonConflicttobebrushedup. Then, the Indian context, where we follow the SamaDamaBhedaDanda principle of Conflict CompiledbyMANAGEMENTPARADISETEAM. Page4

resolution. Issue based and not Personality based. This path takes care of Conflicts due to Perceptions&alsoduetoValues.Intheprocess,issuebasedConflictisencouragedandpersonality basedConflictisdiscouraged. ADDITIONAL I)SincewearedealingwithIMTPwhichisbasedonIndianEthos,weneedtostudythefours: 1. FourYugas.SatyaYuga,DwaparaYuga,TretyaYuga,KaliYuga 2. FourVedas..YajurVeda,RigVeda,SamaVeda,AtharvaVeda 3. FourAshramas.Brahmachari,Grahastashrama,Vanaprastha,Sanyaas 4. FourPurusharthas..Dharma,Artha,Kama,Moksha 5. FourVarnas..Brahmin,Kshatriya,Vaishya,Shudra 6. FourStepsofConflictResolutionSama,Dama,Bheda,Danda Youneedtocorrelatetheseinyouranswers. II)Wealsoneedtorememberthefives 1. Fiveelements..Prithvi,Agni,Vayu,Jal,Akash 2. FiveKoshas.AnnaMaya,PranaMaya,ManoMaya,Vignayana,AnandaMaya 3. FivePollutantsofthePersonality:Kama,Krodha,Lobha,Moha,Matsarya.(Lust,Anger,Greed, Illusion,Jealousy) III)Therearethethrees: 1. ThreeattributesoftheCreator:Sat,Chit,AnandaTruth,Consciousness,andBliss. 2. Three Gunas: Satvic, Rajasic, Tamasic Divine/Sublime, Dynamic/ Material actionoriented, Inert/Noncreative/Nongenerativeprimordialdrivesinhumanbeings. 3. Three Shariras: Sthula Sharira, Sukshma Sharira, Kaarana Sharira Gross Body, Subtle/Aura Body,CausalBody. CompiledbyMANAGEMENTPARADISETEAM. Page5

4. ThreeformsoftheSupreme:Brahma,Vishnu,ShivathethreeaspectsofCreation,Operation, Destruction 5. Three Yogas: Jnyana Yoga, KarmaYoga, Bhakti Yoga. (these are Yogas prescribed for the individual based on what primordial drive is predominant in themSatvic, Rajasic or Tamasic. NottobemixedupwiththeEightfoldpathofYoga,whicharethestagesofpracticesleading totheUltimateGoal) IV)Thentherearethetwinconjugates: 1. Raaga&DweshaAttraction&Repulsion(Like/Dislike) 2. Shruthi&SmritiListening&Contemplation(EffectiveLearning) 3. ParamAtma&JivaAtmaSupremeSoul&LivingSoul

INDIANMANAGEMENT, INDIANETHOS&INDIANCULTURE
INDIANETHOSMANAGEMENT Oxforddefinesethosas The characteristic Spirit and Beliefs of community/ people which distinguishes one culture from the other. IndianethosisdrawnfromtheVedas,theRamayana,Mahabharat,theBhagwadgita,andUpnishads. RightfromtheVedicageithasbeendiscoveredtwobasicuniversaltruthsoflife. 1. Theessentialinfinitudeanddivinityofallsouls. 2. Theessentialonenessandsolidarityofuniverseandalllife. ThefirsttruthwasexpressedUPNISHADAas AHAMBRAHMASI(IamBrahman) CompiledbyMANAGEMENTPARADISETEAM. Page6

 Or AYAMATMABRAHMANi.e.TheIndividualsoulisBrahman Or TATTWAMASI(Thouartthat).

Thisisthefirsttruththoughttoeverychild.EvenapooruneducatedmanlivinginahutknowsthatGod isineverybodyandthereforethereissamenessinall. Thesecondtruthisaboutaholisticuniverse.Whereatalevelofpervadingconsciousnesseverythingis interconnected at VYASTHI LEVEL (Individual level) my limbs, hands, legs, cars, eyes, heart, lungs. Everything are me. I live in all of them. Their sorrows and joys are my sorrows and joys. Similarly at SAMASTHIlevel(thewholeuniverse)IamnotasingleindividualbutIamapartofthewholeuniverse justasmylimbsarepartofme. Modernsciencehasacceptedthatinthisholisticuniverseallmindsandmattersareinterconnectedata deeperlevel.Thebasicunityoflifecannotbebroken.Love,sacrificethereforeemergeastheonlyfora meaningfulliving.Onthebasisofthisholisticvision,Indianshavedevelopedworkethosoflife.They foundthatallwork,physicalormental,managerialoradministrativehavetobedirectedtowardssingle purpose.Themanifestationofthedivinityinmanbyworkingforthegoodofothers,forthehappiness ofothers. TheseIndianethosarerequiredallovertheworldinpresentscenarioinmanagingbusinessandindustry effectivelyandefficiently. Someoftheseethosareasfollows: THEVEDANTICVIEWOFKARMA Allwork/Karmatomanifestdivinity,hencethesemustbepure,good,honestandsincere.Indian philosophy also teaches to perform every work without having any attachment to result, becauseresultsdonotfallunderthejurisdictionofadoer.Suchthinkingandunderstandingwill changethewholeattitude.NowtheresultswillbecomeaPRASADgratitudecomingfromthe Godhimself.Youcannowaccepttheresultwithopenmindwithoutapprehensionsjustasyou acceptmembersintoKarmaYoga. THESELF(ATMAN)ASTHESOUREOFALLPOWER: Considering motivations as internal every human being has the same divine atman with immense potentialities within Vedanta brings infinite expansion of mind, breaks down all the barriersandbringsouttheGodinman. Motivation is to be internal and not external. Such motivation involves the inner beauty and doesnotpromoteanygreedinanindividualtohavemoreandmoreinreturnofhiswork. WELFAREOFALL(YAGNASPIRIT) Vedantateachestoperformallactivities. ATMANOMOKHARTHJAGATHITAYCHA CompiledbyMANAGEMENTPARADISETEAM. Page7

Serveyourpersonalinterestbutdonotforgetothers Shankaracharyahasgiventheconcepttogainperfectioninindividuallifeaswellasthewelfare ofthewholeworld. UNIQUEWORKCULTURE:B WorkisconsideredasdutyorSADHANAandthereisnodifferencebetweenKARMA(work)and DHARMA (religion). The term DHARMA does not indicate any particular religion. Dharma is a dutytobeperformedinagivensituation.ThusDharmaispossiblethroughKarmaonly. SKILLINACTIONANDEVENNESSOFMIND. MEANSAREEQUALLYIMPORTANTASTHEENDS. (YADRISIBHAVNAHYASYASIDDHIBHAVANTITADRUSI) Thussocietyacceptablevaluesaretobefollowedindeterminingtheobjectivesaswellasinthe processofachievingtheseobjectives. Integrated human personality of selfdeveloped manager can assure best and competent management of any enterprise, involving collective works and efforts. The refined or higher consciousness will adopt holistic attitude. It will bring out the divine in man. It will achieve perfectionorexcellenceinwhatsoeversectoryouwork.Weshallachievepeace,harmonyand prosperitywithinandwithouti.e.,inorinternalworldandinourexternalworldsimultaneously. ThisistheidealofIndianethos: ATMANOMOKSHARTHAMJAGATHITAYACHA (Forgainingperfectioninindividuallife,aswellasforthewelfareoftheworld) Human and ethical values or qualities such as courage, vision, social awareness, fearlessness, integrity, pure and clear mind, truth, etc, are subjective and intangible concepts. These representdivinewealth. INSIGHTSINTOINDIANETHOS: Businessneednotberegardedevil,trainedandunethical.Businessisscared.Itisamatterofattitude, approachandlevelofmanagementconsciousness. Indianethosdemandssubjectivemanagementsystem. 1. Managementattitude. 2. Humanizingtheorganization. 3. Interiorsingmanagement 4. Selfintrospection 5. Brainstilling(decisionmakinginsilence) 6. Selfdynamisingmeditation. IndianEthosismorevitaltomodernmanagementthananyothermanagementtheoryforthe simplereasonthatittakesintoaccountawholemanratherthanapproachingmaninapartial fashionastheothertheoriesdo.Eachandeverysituationcanbemeteffectivelyifonetakes time to reflect over it. Reflection with a tranquil mind helps in drawing out solutions from within.Suchguidancefromwithinhelpsamanagerlookattheperceivedproblemsituationina creativemanner.Itleadstoamorecoherentandcompleteunderstanding.

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India belongs to feminine collectivistic category. In feminine oriented culture cooperation and sharing are the basic ethics and human actions are governed by the giving orientations. Femininecollectivisticmanagersaresoftnessoriented. For them Caring and Sharing comes fist. Such managers tend to take a highly humanistic approach to management, and have a greater ability to inspire people. By taking care of subordinates,theyareabletoensureachievementforthem. Indian culture is predominantly a Spiritual and Inward looking culture. It has a sociocentric vision.Theorientationofthespirituallydominatedcultureisthatofwelfare,thesocialgoodor thegoodofthegreatermembers.Simplelivingandhighthinkingisthecharacteristicfeatureof ourculture. OneofthedominantfeaturesoftheIndiancultureistheJointFamilySystem.Thevaluesthat are particular to our society are extremely important in the context of management, where groupeffortratherthananindividualendeavourismoreimportant.Livinginajointfamily,an individualendeavourismoreimportantLivinginajointfamily,anindiviualisbroughtupina systemofmanagement,whichmaybetermedtheKARATstyleofmanagement.Kartainajoint family is a fatherly figure. Everyone in the family reposes confidence in him, he is respected andheisopentoconstructiveandrespectfulcriticism.Thereisthewarmthofrelationship, closeness,considerationforothersandafeelingofsacrificeforthelargerfamilyinterest. AnothercharacteristicofIndiancultureisPURUSHARTHASTheMissionofLife.Purushartha meansandconnotestheaims,missionorpurposeoflife.ThesefourPurusharthascomprise mans aspiration. Purusharthas are four in number impact and significance will be lost to a significantextent.

THECRITICLALASPECTSOFTHEINDIANETHOSNEEDTOBEIMBIBEDBYANINTERNATIONALCOMPANY SEEKINGTOSETUPBSINESSININDIA: Before we talk about the culture specific system of management suited to Indian psyche, we shouldfirstunderstandandappreciatethesalientcharacteristicsofIndianculture. Such an understanding is essential before embarking on the task of building the indigenous systemofmanagement. Theseare: Essentialdivinityofhumansoul Essentialownersandsolidarityofuniverseandalllife. Philosophyofanintegralexperience. Familyisthebasicunitofsocialsystem. Rishiandashramiacculture. Purusharththemission. ISITPOSSIBLEINTODAYSWORLDTOINTEGRTEVALUESANDMANAGEMENT: Ans. To answer the following question let us know the core meaning of both values and management. Values: CompiledbyMANAGEMENTPARADISETEAM. Page9

Thementalcontentsofagoodpersonarecalledethicalvalues.Thisisalsocalleddaivisampati ordivinequalities.Somefundamentalvalueswhichareuniversallyapplicableare: 1. CosmicunityThattheindividualssoulorjivatvamislinkedtotheuniversalsoul/idea/energy orparmatmanorBrahman. 2. Ahimsaornonviolence,derivedfromthisunity. 3. Satyaortruth 4. Chitorconsciousness 5. Anandaorbliss,asapermanentstateofmind. Management: Managementisaprocessofdesigningandmaintaininganenvironmentinwhichpeopleachieve common organizational goals in most effective and efficient manner. In short, management is gettingthingsfromothers. Nowifwecoagulateboththemeaningsthenwewouldrealizethatbotharecomplimentaryto eachotherthansupplementary. Our effectiveness at work is tied to exercising intrinsic human values i.e. moral and ethical values such as communication excellence, credibility, innovation, creativity and coordination, the human values help self development managerial functions such as direction control, supervision,communication,integration,andcoordinationaremucheasier,thehumanvalues help good inter personal interactions. They reduce conflicts and disputes. They are part and parcel of achieving accelerated process of improvement, customer, worker and citizen satisfactiontheyenhancethegoodwilloftheorganization. Weseekfulfillment,happinessandsuccessitisachievementofinnerandoutersuccessneeds holisticview.Innerspiritual,mental,emotional,physical,enrichment. Theouterachievementisrelatedtoachievingsetgoalsusingonestalentsandexperiencefor the benefit of others (Employees, customers, clients and public). Outer success fulfils social responsibilities and ecological balance. Outer success is related to all parts of our personality thusbyanalyzingtheabovepoints.Icometotheconclusionthatvaluesandmanagementcan beintegratedineveryyugi.e.thatisinSatyug,DwaparyugTartyugorKaliyugaswell. HOWFARISITIMPORTANTFORMANAGERSTOSEARCHFORINNERPEACEINTHEMIDSTOF HUSTLEANDBUSTLEOFCORPORATELIFE? As stated in the Bhagwad Gita, the ultimate goal of life is not earning money and building up properties but to attain the state of ananda or bliss. To achieve this state, one has to have peacewithinisheart,mindandsoul.Peaceisthemostcovetablepossessionontheearth.Itis thegreatesttreasureintheuniverse.Peaceisthemostimportantandindispensablefactorfor allgrowthanddevelopment.Peaceisastateofquiet.Itisfreedomfromdisturbance,anxiety, agitation, riot or violence. it is harmony silence, response, rest. Peace is the natural state of mind.Itishisbirthright. Intodaysworldpeoplehaveliterallyeverything:asweethome,car,sufficientmoneytosurvive, luxuriestofulfilltheirdesirebutstilltheydonothavepeace.Trulyspeaking,real,deeperpeace isindependentofexternalconditions.Moneycantgiveyoupeace. Page10

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Youcanpurchasemanythings,butyoucannotpurchasepeace.Youcanbuysoftbedsbutyou cannot buy sleep. You can buy good food, but cannot buy good appetite. You can buy good tonicsbutyoucannotbuygoodhealth.Youcanbuygoodbooks,butyoucannotbuywisdom. Through innerpeace,a managercanhaveahealthyrelationwithhis customersandsuppliers since every person likes to interact with a happy go lucky person rather than a person who is mentallydisturbed,thebestandefficientdecisionsaremadeonlywhensomeoneisatmental peacesincesuchapersoncananalyzeallthealternativesineffectivemanner.Amanagercan easilymotivatehisemployeesandworkersashewillbelovedbyeveryonethroughhispeaceful nature and he can very well teach them the concept of Karma Yoga, which states Yogah Karmeshu Kaushalam Samatvam Yogah Udyate i.e. he who works with calm and even mind achievesthemost.Thushecanbringouthigherproductivitywitheffectiveuseofresources.He wouldhavegoodrelationswithhisbossandcolleagues.Mostimportantly,hewouldhavegreat relationswithhiswifeandotherfamilymembers.Hewouldhaveagoodhealthsincethebasic rootofalldiseasesisworryortension. If a person inculcates Daivi sampati or divine qualities such as fearlessness, courage, purity of mindandheart,integrationofthought,actionandbehaviour,straightforwardness,generosity, spiritofsacrificeforthesakeofcommongood,inspiredideas,vision,creativity,empathy,love and affection, patience, forbearance, faith, friendship with all calmness, control of mind and restraint on senses and passions, nonviolence, nongreediness, firm but fair, charity, steadfastness in devotion to knowledge, uprightness, harmlessness, modesty, humility, gentleness,truthfulness,loyalty,integrity,fortitude,vigour,cheerfulness,simplicityandregular practiceofmediatorwoulddefinitelyhelphimtoachieveinnerpeace. DISCUSSTHEIMPACTOFINDIANCULTURALHERITAGEONTHEYOUTHTODAY? Therearemanydiversedefinitionsofculture.TheAssemblyofFirstNationsdefinescultureas the customs, history, values, and languages that make up the heritage of a person or people, andcontributetothatperson'sorpeople'sidentity.Aconceptofculturemustincludespecific reference points in the historical experiences of a people. The social sciences provide the categoriesofinvestigation. One area for consideration is the relationship between a society and its environment. The society's economic lifestyles which are based upon resource development, whether it be hunting, trapping, fishing, mining or mineral development, is also a key consideration. Social structuresandinteractionsaffecteducation,family,andcommunityrolesofindividualmembers ofthesociety.These,shapedbytheenvironment,oftendetermineaspectsofsociallifesuchas recreation, physical fitness, moral, and spiritual development. Respect for nature and the individualarerequisitesforacompassionate,tolerant,andhealthysociety. Whenpeopleinteractwithnatureandeachother,theyusetools,higherlevelthinkingskillsand language. The Aboriginal peoples tend to perceive themselves in harmony with nature while EuroCanadian peoples tend to see nature as a resource to be exploited for individual or collectivegain.Inmoderntimes,thephilosophiesofIndigenouspeopleshavebeenappliedto Page11

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problems of waste and pollution, giving rise to environmental movements. The relationship betweennatureandhumanityhasbecomeamatteroflifeordeath. Four main components of culture may be said to include people, technology and objects, relations,andinstitutions.Aculturallysensitivecurriculamustrespecttheseaspectsofasociety and present them accurately, avoiding the pitfalls of anthropological interpretation, bias, stereotyping,andracism. Apeople'sconceptofthemselvesisthemostvalidformofgroupidentity.Selfdeterminationis a struggle crucial to all societies. How the society meets this challenge defines its cultural identity.Theretentionorlossoftraditions,customs,ceremonies,andlanguageswilldetermine theidentityandcultureoffuturegenerations. The retention of traditional aspects of culture allows individuals and students to be aware of theirancestry,andthevalueandaccomplishmentsoftheirrace,community,andsociety.This historicalandculturalawarenessenhancestheconceptofselfandsocialworth. Collectiveaction,whetherinasociety,community,orclassroominfluencesthedevelopmentof anindividual'sbeliefs,actions,andsocialskills.Culturalandcommunityinteractionistherefore vitalifstudentsaretodevelopfullytheirpotential.Thatpotentialstrengthensandsupplements allaspectsofthecultureofthestudentandthesocietyinwhichthestudentinteracts. What the individual then creates (products), or changes (processes), alters the structure of society which may force evolutionary changes upon a culture. Technology is the product, and politics, law, philosophy, ethics, the arts, and religion are the processes of change. Cultures alter, depending upon how these products and processes impact upon the individual and society.Interactionwiththeseprocessesandproductsmaybepositiveornegative. Itisthefunctionofeducation,whetheritbenatural,cultural,social,publicorprivate,toensure thatinteractionsarepositiveandproductivefortheindividualandsociety.ThusIndianculture hadinfluencedIndianyouth. ISBUSINESSEXCELLENCEPOSSIBLEWITHOUTCOMPROMISINGONINTEGRITY,QUALITYAND ECONOMY/PROFITABILITY? Businesses make an essential contribution to the development of an economy. From time immemorial the activity of money making has always stood in somewhat uneasy alliance with peoples concern for private aspects of morality. Jokes about business ethics have regularly appeared in the popular press over the past two centuries. Many an executives todayvoicesasimilarcynicismabouttherelevanceofmoralinquirytomanagerialpractices. Eventhoseweddedtothenotionthatintegritymightbeanobtainableideal,nevertheless havetoleavetheexplorationofethicaldilemmastoeachmanagersprivateconscience. Butnowtheenvironmenthascompletelychanged,whereasthevoicingofethicalstandards was formally a concern of few exceptional leaders, today the topic of business ethics is Page12

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acknowledged to pervade every area of the corporation just as it is a recurrent issue in media.Corporatecodesofconductarenowthenormratherthantheexceptioninmostof theorganizations.Corporateleadershavebecomemorevocalabouttheirowncommitment totheethicalstandards.Thereasonsforthiselevatedplaceofethicsaremany.Managers haveseenthehighcostthatcorporatescandalshaveexacted:heavyfines,disruptionofthe normal routing, low employee morale, internal fraud and loss of public confidence on the reputationofthecompany. Businessesshouldbeethicalbecause: 1. Ethicscorrespondtobasichumanneeds. 2. Valuescreatecredibilityforacompanywiththepublic. 3. Valuesgivemanagementcredibilitywithemployees. 4. Valueshelpbetterdecisionmaking. ImproveorDie No organization can escape the fact that its competitors are getting better. Very few of the leadingcompaniesof20yearsago,inalmostanysector,arestilltheleadingcompaniestoday.In simple terms, the companies that do not improve continually, both in small steps and also by leapsofinnovation,willinevitablydeclineanddie.Allcompaniesmuststressonquality,quality and quality. Benchmarking exercises increasingly enable companies to compare their performanceagainstworldclasscompetitionusingawidevarietyofbothinternalandexternal indicators.Companiesmustreflectonwhatmajorchangeshastherebeenintheorganization inpastfiveyears,whatforceshavebeendrivingthesechanges,whatethicalissuesdoyou nowfeelarisefromthewaychangeismanaged? The seven core principles while reflecting biblical Christian thought, are expressed in modern languagesuchasmightbeusedinanordinarybusinessenvironment.Thesevenprinciplesare expressions of a desire for human dignity and wholeness in the workplace. Their thoughtful application should humanize the otherwise mechanical processes of wealthcreation and efficiency.

Stewardship:noneofourpossessionsisoursforlong,wewilleventuallyleavethembehind.Whatwill weleaveforoursuccessors,andforfuturegenerations? Service:trueleadershipisaservice.Howwelldoweserveoursubordinatesbyprovidingthemwiththe settinginwhichtousetheirabilities? Truth: is a universal requirement. The ability to trust others to keep their word and to honor their signaturestotheverybestoftheirabilities. Interdependence:dowerecognizethatbusinessorganizationislikeapartwithinterdependentparts? Justice:fairnessindealingwithallthoseaffectedbytheconductofabusinessisvitalifsocietyinthe longtermtocontinuetorenewitslicensetooperate. Creativity:thepotentialforhumancreativityindevelopingsound,profitablebusinessesisenormous Consideration:towhatdegreedowegiveconsiderationtotheinterestsorconcernsofothers?

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IS BUSINESS EXCELLENCE POSSIBLE WITHOUT COMPROMISING ON QUALITY ECONOMY / PROFITABILITY? AccordingtomeIdobelievethatbusinessexcellenceispossiblewithoutcompromisingintegrity quality and economy/profitability. In todays world business is regarded as evil tainted and unethicalbutitisnotso.Businessisasacredsadhanaitisamatterofattitudeapproachand levelofmanagementconsciousness.Onecandobusiness,makemoney,earnprofit,buildup property and even then it can be managed with due recognition to human and ethical values andrespectingallpersonsinexpertiseandinthesocietyashumanbeings.Letusfirstconsider integrity. Integrityiswholeness,agoodness,courageandselfdisciplinetolivebyyourinnertruth. Wholeness implies totality soundness perfection and completeness. It is our ego which has separated us from others by implementing the concept of wholeness. We can have a peace workingenvironmentwhichwouldleadtozeroconflicts.Goodnesscoversallessentialvalues suchashonesty,morality,mindness,fairness,charity,truthfulness,generosity,etc.Thiswould pureourthoughtsandwouldbeabletomotivateouremployeestoworkeffectively. Couragepointsoutactsofbraverythepersonwithcouragehasgutstogoaheaddosomething whichisriskythroughcourage.Wecansetupanopenexampletoourfollowers.Selfdiscipline meansthatwehavecontrolonmindandsenses.Ourqualityoflifechangeswithdisciplineand selfcontrol.Thequalityoflifewouldgiveusgreaterharmonyandhappiness.Wealwaysneed disciplineandcouragetogethertoreachourobjectiveintime. Livingbyinnertruth: Innermindortruthcommunicatesthroughjointwhispersintuitivethoughtfeelingburieddeep withinus.Tolivebyinnertruthatworkamountstoremainincorruptible,cleanandinviolable whichisthemajorcrisisoftodaysworld.Itwouldalsobeprofitabletotheorganizationsinceit willcultivateagoodcompanysimageinthemindofthecustomers. CompiledbyMANAGEMENTPARADISETEAM. Page14

Quality: Itisoneofthemostimportantfeaturesofaproductorserviceswhicheverycustomerlooksinto aqualityproductorservicegetsverywelldistinguishedfromotherproductandserviceinthe market,itcreatesgoodbrandimageinthesightofthecustomers.Intodayscompetitiveworld qualitystheonlyfeaturewhichcanenableacompanytothetopposition. ISTHEREACONFLICTINTHEVALUESSYSTEMOFEASTANDWEST?MAKEACOMPARATIVE STUDY. ItismostlikelyseenthatthestylethatissuccessfulinWestiswouldnotsuccessfulineastand viceversa. The people in the west grow up comparatively with less emotional security due to factorslikehighdivorcerates,singleparentfamilyetc.thuswhentheyenterintotheirjoblives andseeamanagementcultureprevalentwhichiscontractualonnaturewithhirefirestyleof management, they dont get disturbed. In fact, this motivates them to work. In east people thereisemotionalstabilityandimportanceofbondingisveryhigh.Comparativevalueprofileof eastern(India)andwestern(US)valuesystem Easternculture Life is preplanned, human action is ore determined I can change work to achieve objective I need to adjust, human action is commitmenttoorganizations predetermined Databaseddecisions,andtheyarehealthy Decisions flow from the experience and wisdomofauthorities Icandisagreewithoutbeingdisagreeable Deferencetoageandseniority,supressionof negativefeelings Protestantethic Jointfamilyandauthoritarianvalues Authenticcollaboration Selfrealization Family is the primary social unit of Individual is the central unit (without any interaction and each individual is a part of reference to family) and as individual he is takenasaprimarysocialunit. family Collectivism individualistic Individualistapproachinitsprocesshasgivenbirthtocompetitionandsurvivalofthefittesthas beenitswarcry.Ontheotherhand,collectivismapproachhasgivenbirthtocooperation.The social characteristic of masculinity and femininity and individualistic & collectivistic are consideredtogether,thisconfigurationproduces4broadcategories,asunder: Masculineindividualistic MasculineCollectivistic Feminineindividualistic Femininecollectivistic Thewestbelongstothefirstparadigmofmasculineindividualistic,whereasIndiabelongsto thefourthparadigmoffemininecollectivistic Page15 Westernculture Individualscaninfluencefuture

I. II. III. IV.

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In India is identified as a country in which there is moderate extent of collectivism, a high tolerance of social inequality, a general acceptance of uncertainty, a moderately masculine orientation.

ExamplesofIndiancompaniesdoingwellgloballyareTATA(JRDTATA),Wipro(AzimPremji),Reliance (Dhirubhai Ambani), HDFC (Deepak Parekh), Amul (Varghese Khurien) and Infosys (Narayana Murthy), standsforexcellenceintheirowndomains. FOR ACHIEVING BEHAVIOURAL CHANGE, THE CORE VALUES OF INDIVIDUALS HAVE TO BE ADDRESSED.DISCUSSTHESTATEMENTINTHECONTESTOFINDIANORGANIZATION. Mostpeople,givensometimeforthought,canproducealistofsomeofthechiefvalueswhich theyseedrivingtheirorganization.Usually,,however,itbecomesconsiderablylongerthaneight or ten items, which is about the limit of what can be given consistent attention by busy managers. It is necessary to identify what are the values at the heart, or the core of the organization,whatarethevitalvalueswithoutwhichseriousproblemswillarise.Whenstudying the values in an organization, it is important to distinguish between, what is stated by the peopletobethemostimportanttothemand,ontheotherhandwhatisactuallypractised. Thesixmainreasonforfocusingoncorevaluesare: Businessbenefit Here the leader try to create unity in the organization, so that they can compete to best advantage without shared values and by not creating maximum value for shareholder. This person could be describedastheeconomicpragmatist. Example:DhirubhaiAmbani Therightthing Inthiscase,theywanttobuildtheorganizationwithtrueintegrity,notonlythatdoestherightthings of obeying laws but one that provides a quality of working life for its people and satisfaction for the customers.Thispersoncouldbedescribedasamoralcrusaders. Example:NarayanaMurthy Changingattitudes/aspirations In western society a widespread move towards people are wishing to live their lives as consistent wholes rather than in compartments. Many people are less and less willing to leave their personal valuesbehindwhentheyarriveattheoffice.Theconceptofanethicallydistinctworldofwork,where differentvaluesholdsway,isincreasinglyunacceptabletomanypeople.Organizationshavetocometo termswiththis.Thedrivemaycomefromcoaifaceorboardroom. Changingpatternsofwork Asagreaterproportionoftheworkingpopulationworkswiththemindratherthanwiththehand,as thenumberandvarietyofprofessionaljobsincreasesandtheproportionofeducatedandarticulate people rises, pressures will be brought to bear on many companies from the inside to change their valuesystems,includingareaswherebluecollaremployeeswereoftenunabletohaveanysubstantial influence. Positiveencouragement

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Ratherthannegativeprohibitionthereistodayatendencyformanypeopletoresentthoushaltno morality. Organizations will need to maintain their rule books of what is and is not permissible, especiallywherelegalcomplianceistheissue.Valuesdevelopment,however,enablesmanagementto focus on positive messages of improvement, which are much more affirming and empowering than prohibitions. Anurgentneedforvalueseducation Values are guiding principles that determine ones evaluation of what is right and wrong. Values constitute the foundations of ones discipline. They are deeprooted, fundamental beliefs. They lay downonesstandardsofproperity.Theyareresponsibleforalargepartofonesstandardsofpropriety. Theyareresponsibleforalargepartofonesinstantaneousresponsetosituations.Whenoneisforced toasituationwherehehastodosomethingwrong,viz.,somethingcontrarytowhatthevaluesdictate asproper,onesconsciencepricks.Conscienceisthecustodianofvalues.Inmanywesterncountries,as thetraditionalfoundationsofmoraleducationandstandardsarebeingremoved,increasingnumbers ofyoungerpeopleappeartohaverejected,orevenbeunawareof,thebasiccodesthatmakeacivilized societysustainable.Some industrialists believethat schools,churchesandfamilieshavefailedinthis, and that there will be an increasing educational role for business to play with respect to literacy, numeracyandstandardsofbehaviour.Otherwisemanyintherisinggeneration,especiallybutnotonly incities,willbeincapableofworkingconstructivelywithothers. WHATCRITICALASPECTSOFTHEINDIANETHOSNEEDTOBEIMBIBEDBYANINTERNATIONAL COMPANYSEEKINGTOSETUPBUSINESSININDIA? BeforewetalkabouttheculturespecificsystemofmanagementsuitedtoIndianpsyche,weshouldfirst understand and appreciate the salient characteristics of Indian culture. Such an understanding is essential,beforeembarkingonthetaskofbuildingtheindigenoussystemofmanagement.Theseare Essentialdivinityofhumansoul Essentialownersandsolidarityofuniverseandalllife Philosophyofanintegralexperience Familyisthebasicunitofsocialsystem Rishiandashramiacculture Purusharththemission Varnaashramsystem Spiritisfreeenquiry,toleranceandselectiveassimilation. ThecharacteristicsofIndiancultureisthatittendstobepervasiveandenduring. WhenaninternationalcompanyissettingupbusinessinIndia,itwillhavetolookfortheacceptabilityof theirmanagementinitspresentformintheIndiansituation. ThefourbasicculturaldimensionswhichmayaccountfordifferencesinmanagementandHRDpractices acrosscultureare Theextenttowhichasocietyemphasizescollectiveratherthanindividualactivity Theextentofpowerdistanceortoleranceforsocialinequality Theextentofacceptanceofuncertainty Theextenttowhichasocietyemphasizesmasculinevaluesandbehavioursuchasassertiveness, ambitiousness,dominationetc. CompiledbyMANAGEMENTPARADISETEAM. Page17

Now coming to the East, we must realize how this cultural dimension of inward looking is likely to affectourmanagementsystem.Probablyadiagrammaticrepresentationwillexplain Jobskills

Emotionalstability

Healthyworldview Insightsinfinitepotential Intheabovediagramthebasicorthefundamentalrequirementforamanageishisvisionandattitude towards the environment in its totality, i.e. cosmic view based on cultural values. Next comes the emotionalstabilityofthemanager.Hemustbeaselfcontrolledandselfpropelledman.Thiscancome by the heavy input of sattvic gunas and the constant practice of niskama karma. Job skills is the last input,whichthoughimportant,isnotthecorerequirementasthewesternersviewit. Henceanyinternationalcompanyshouldimbibeabovementionfeaturesbeforeseekingthebusinessin India. MAKEACOMPARATIVESTUDYOFVALUESSYSTEMPRACTICEDINJAPAN,CHINAAND AMERICA. ValuesystemsinJapan,ChinaandAmericadifferasfollows: A Japanese employee remains in a single organization, once he joins it. Actually, this happens because,inJapan,jobsecurityisvaluedmost.Ontheotherhand,inChina,hirefirepolicyworks onrampantscale.Majorsectorshavestateownedplayers.Chinapractisescommunism,hence equitable wages exist everywhere. Jobhopping is virtually nonexistent because of similar opportunities.InAmerica,jobhoppinghasbecomeobvious.Employeeskeeponchangingjobs insearchofbetteravenues. InJapan,workersplayimportantroleindecisionmaking,asintheyareconsideredasownersof the organization. They practice various concepts like quality circles and help organization towards achievement of goals. Usually groupincentive schemes are common practice in the Japan. In China, state is the owner of all the channels of production. Employees have got nothingtodowiththedecisionmakingprocess.IntheUS,capitalismhasresultedintoprivate ownership. Employees are a part of decisionmaking process, but usually through individual incentivescheme. Page18

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Japanese believe in Keiretsu, the longterm relationships with their stakeholders, their suppliers.Itisbecauseoftheirsocialattachmentthattheycollectivelyachievesuccess.InChina, governmentmaintainsrelationshipswiththestakeholdersasperitscommunistideology,while in the US, relationships exist on professional level, and suppliers are selected on the basis of costeffectivenessandarechangedforbetterbargains.

TheaboveweresomeofthedifferencesinJapanese,ChineseandAmericanideologies. CompiledbyMANAGEMENTPARADISETEAM. Page19

PERSONALITY&PERSONALITYDEVELOPMENT
TRUEPERSONALITY&ROLEPERSONALITY Personalityisanattributethatplaysanimportantroleinourlives.AsweunderstandPersonality inthebroadestform,itisthesumtotalofwhatisinsidetheindividualandwhatisoutsideplus somethingmore. Personality comprises of the psychological and physiological aspects of the human being. It impliesthatithasalltodowiththehumanbeinghimselfandnothissurroundings.Inrealterms Personality constitutes besides the psychological and physiological aspects, the environment situationalaspectstoo. We could say that Personality has a contextual aspect and also an interactive aspect also besidesthepsychologicalandphysiologicaldimensions. WemustrememberthatbyourveryexistencewedisplayanaturalPersonalitywithoutour knowing it and quite effortlessly. This happens as a result of the various attitudes/behaviors/habitsetc.whichwecreateforlivinginacomfortzone.ThisPersonalityis knownasTruePersonalityandissaidtoconstitutetherealperson. InourlivesweplaymultipleRolesforattainingmultipleGoals.FortheGoalstobeaccomplished effectively,wemustdevelopRoleClarityandGoalFocus.

Forexample amanplays aroleofafather tohischildren toachievethegoalofproper nurturinghis children; a role of a husband to his wife for attaining the goal of protecting her and creating the progeny;theroleofanexecutiveattheworkplacetoattainthegoalofworkingefficientlyandearning hisliving.Foreachoftheseweneedtodevelopasetofattitudes,behaviors,habits,etc.whichtheserve the purpose of the respective goal achievement. There are contextual and interactive attitudes, behaviors,habits,etc.tobecultivated.Withthecarefulandconsciouscultivation(keepinginmindthe roleandthegoals)oftheseattitudes,behaviors,habits,etc.wedevelopaRolePersonalityforeachof theRolesthatweplay. ThuswehaveoneTruePersonalityandseveralRolePersonalities.Althoughtheseappeartobe putonforeveryRole,itisclearlyseeninthelongrunthattheTruePersonalityinunderlying theseveralRolePersonalitiesthatweplay. It must also be remembered that Role Personality does not much reflect the Values and the basicBeliefsoftheindividual,whereastheTruePersonalityreflectstherealperson

ApplicationinOrganizationalWorking Attheworkplace,weseeanumberofrolesbeingplayedbyallofus.Weareintheworkplace for efficient and effective work accomplishment. Through the understanding of True and Role Personality,weareinapositiontodefineandclarifytheRoleandGoalsfortheindividualwhich CompiledbyMANAGEMENTPARADISETEAM. Page20

make him put on those roles which are congruent to his True Personality.The expression RightpersonfortheRightJobthusstandcorrectedasRightjobfortheRightPersonwitha muchmorepowerfulshiftinparadigm. WHATPERSONALITYTRAITSNEEDTOBEDEVELOPEDBYANEFFECTIVEMANAGER? Personalityisthesumtotalofwhatweare.Itreflectsourviews,characters,beliefs,attitude, knowledge,abilitiesetc.Weact/behave/thinkinaparticularwaybecausevalues,ethicsand culturesdeterminetoaverylargeextentorpersonality. Thefollowingtraitsneedtobedevelopedare: 1. Authoritarianism: Authoritarian tend to be rigid in their positions, place high moral value systems and are strongly orientedtowardsconformitytorulesandregulations.Theynaturallypreferstableandstructuredwork environments,whicharegovernedbycleanrulesandprocedures. 2. LocusofControl: Locus of control refers to an individuals belief that events are their within ones control or are determined by forces beyond ones control. These personality traits are manifested in different behaviours,whicharesignificanttomanagers. 3. Machiavellianism: Machiavellianism,atermreferstoanindividualspropensitytomanipulatepeople.Injobsthatrequire bargainingskillsorwheretherearesubstantialrewardsforwinning,Machiavellianismperformbetter. 4. AchievementOrientation: Managerswithahighneedtoachievecontinuallystrivetodoingthingsbetter.Theywanttoovercome obstacles,buttheywanttofeeltheirsuccessorfailureisduetotheiractions. 5. SelfEsteem: Managersshouldhaveahighselfesteem.Peoplewithhighselfesteembelievethattheyhaveabilities toundertakechallengingjobs.Theytendtochooseuncongenialjobsthanthosewithlowselfesteem. Highesteemsaremoresatisfiedwiththeirjobs. 6. RiskTaking: Highrisktakingmanagersmakemorerapiddecisionsanduselessinformationinmakingtheirchoices. 7. Straightforwardnessandsimplicity: Itreferstoanindividualsabilitytoadjusthisorherbehaviourtoexternalfactors.Thehighselfmonitor iscapableofputtingondifferentfacesfordifferentaudiences.Managershighinselfmonitoringcan showconsiderableadaptabilityinadjustingtheirbehaviourtoexternalsituationalfactors. Managersshouldbeemotionallystable: 1. Managersshouldhaveaverycordialrelationwithothersintheorganizationandheshouldbuild harmoniousenvironmentintheorganization. 2. Heshouldhaveanexcellentrapportwithhissuperiors,peersaswellashissubordinatesinthe organization. 3. He should be stable enough i.e. instead of getting evaluated by others he should gain importancebyhisownviews. CompiledbyMANAGEMENTPARADISETEAM. Page21 Ans.

 4. 5. PERSONALITYISTHEPRODUCTOFHEREDITYANDENVIRONMENT.EXPLAIN? PersonalityistomanwhatperfumeistoflowerCharlesM.SchwabTencommandentsofsuccess.

Thedecisionstakenbyanemotionallystablemanagersarerationalananxietylevelsarelow. An emotionally stable manager has detached involvement towards his work and he is not worriedabouttheconsequencesofactionsi.e.hisactionsarerational.

Thewordpersonalityhasaninterestingderivation.ItcanbetracedtotheLatinword"persona".The Latintermwasusedtodenotethemask,wornbyactorsinancientGreeceandRome.ThisLatinwordis particularlyrelevanttothecontemporaryanalysisofpersonality.Commonusageofthewordemphasis therolewhichthepersondisplaystopublic. WhatIsPersonality? 1.Adynamicconceptdescribingthegrowthanddevelopmentofapersonswholepsychologicalsystem 2.Personalitylooksatsomeaggregatewholethatisgreaterthanthesumoftheparts. 3. Personalitythe dynamic organization within the individual of those psychophysical systems that determinehisuniqueadjustmentstohisenvironment. 4.Personalityisthesumtotalofwaysinwhichanindividualreactstoandinteractswithothers. Itismostoftendescribedintermsofmeasurabletraitsthatapersonexhibits. But the most meaningful would be to include both person and role. So personality is the characteristic pattern of behaviour (communication skill / ability, good interpersonal relation, etc) and modes of thinking that determine a persons adjustment to the environment. Personalitycanalsobedescribedashowpersonaffectsothers. (Charisma)howanindividualunderstandandviewshimselfandhispatternofinnerandouter measurable traits. In the process of development individual acquires distinctiveness and uniquenesswhichgiveshimidentitywhichenablesustorecognizehimapartfromothers. So personality is a sum total of different traits, which also includes external appearance, communication skills, interpersonal relations, sensitivity, emotionality and intelligence. Every personisincertainaspect.

PersonalityDeterminants Anearlyargument Personalitywastheresultofheredityorofenvironment. Personalityappearstobearesultofbothinfluences. Heredity 1) Heredityreferstothosefactorsthatweredeterminedatconception. CompiledbyMANAGEMENTPARADISETEAM. Page22

2) The heredity approach argues that the ultimate explanation of an individuals personality is the molecularstructureofthegenes,locatedinthechromosomes. 3) Threedifferentstreamsofresearchlendsomecredibilitytotheheredityargument. Thegeneticunderpinningsofhumanbehaviorandtemperamentamongyoungchildren a. Evidencedemonstratesthattraitssuchasshyness,fear,anddistressaremostlikelycausedby inheritedgeneticcharacteristics. Thestudyoftwinswhowereseparatedatbirth b. Studyofmorethan100setsofidenticaltwinsseparatedatbirthandraisedseparately,butthe researchersfoundalotincommon Theconsistencyinjobsatisfactionovertimeandacrosssituations c. Individual job satisfaction is remarkably stable over time. This is indicates that satisfaction is determinedbysomethinginherentintheperson. The impact of heredity on personality is very active but still unsettled area of understanding. The problem is that geneticists face a major obstacle is gathering information scientifically on human beings.Studiesoftwins,haveprovednewsworthy.Forexample,"JimTwin"whowereidenticaltwins separatedatberth,werebothnamedJim,bytheiradoptedparents.BothoftheirfirstWifewerenamed Linda, second Wife Betty, both named their son James Allan, both had dogs named toy. Both were mediocore student, both suffered heart attack and they both started getting migraine headache of about the same duration in the same period of their lives. These cases of similarities of twins raised apartsupportedthepositionthatheredityplaysamajorroleinpersonality.Despitetheseunusualand interestingcases,arecentcomprehensivereviewofresearchfoundthatpersonalityismoreaffectedby environment than any other areas of human functioning but there are still questions to be answered. HeredityVsenvironmentdebateisstillaliveandnodefiniteconclusionsareyetpossible.Butitisclear thatphysicalattributearelargelyattributedtoheredity. Environment a) Factorsthatexertpressuresonourpersonalityformation Thecultureinwhichweareraised Earlyconditioning Normsamongourfamily Friendsandsocialgroups b) Theenvironmentweareexposedtoplaysasubstantialroleinshapingourpersonalities. c) Culture establishes the norms, attitudes, and values passed from one generation to the next and createsconsistenciesovertime. Mancannotbeseparatedfromhisenvironment.Hisconsciousnessisinextricablylinkedwithhis surroundings, physical and social. He adapts himself to his social environment as well as his physical environment. Both environments affect his organic and mental development. Neither naturenornurtureismoreimportantbecausetheyarebothessentialforthedevelopmentof the human personality. The basic relativity of nature and nurture cannot be overlooked. Sentience imports for us to be conscious of something and that something, whether painful, pleasurable,orindifferent,comeswithinourexperience.Someexperiencesareagreeableand CompiledbyMANAGEMENTPARADISETEAM. Page23

somedisagreeable;someareofourownseekingandsomearethrustuponus.Thecharacter, quality,andtrendofsuchexperiencesdependuponandare,toagreatextent,determinedby ourbirth,nationality,place,etc.inshort,byheredityandenvironment. Byfarthemostimportantpartoftheoverallenvironmentofmanisthesocialenvironment.It differs from one nation to another, one period to another, one class to another, and its influences are outside the control of any one individual. The social system needs to be remodeled such that individual success does not conflict with communal welfare. This can be achieved by encouraging such social traits as altruism, readiness to cooperate, sympathetic enthusiasm, and so forth, instead of putting a premium on many antisocial traits such as egoism,cunning,andinsensitivitytohumanmisery. All in all, differences among mankind are the outcome of nature and nurture, of heredity and environment.Somearesharp,somearedull.Neverthelessmanyapparentlydullpersonscanbe restoredtonormalintelligencebypropereducation,regularexerciseofthemind,andfacilities for wholesome association. The way to progress lies in a ceaseless effort to develop our knowledge and intelligence. Such development is possible only when the mind is kept steady andwellpoised. Thus, Heredity sets the parameters or outer limits, but an individuals full potential will be determined by how well he or she adjusts to the demands and requirements of the environment. PORTRAYSOMEPERSONALITYTRAITSINTHEINDIANCONTEXT: Bhagwad Gita has identified different Personality Models / Traits / Behaviours in the Indian context: # Tamasic: Living with the values which are utterly selfish, egocentered motives, dull and meanttosatisfyonlypersonalinterest. # Rajasic: Living with tendencies which are extremely passionate and ambitious, dynamic in nature but centered to fulfilling selfish desires. Motives slightly nobler but centered on selfish etc. # Sattvic: The attitude and motives are selfless, more balanced and discrimination based on highervalues. ThewesternviewtalksaboutvariouspersonalitytraitswhicharefoundintheIndiancontext: 1) Passivepersonality: Eg:Bhisma,Vidur&DhronacharyashowedtheirbehaviourduringDraupadiVastraharan. 2) AggressivePersonality: Eg:DuryodhanaandDushashan. 3) Manipulativepersonality: Eg:Shakuni. 4) AssertivePersonality: Krishna. Ans. CompiledbyMANAGEMENTPARADISETEAM. Page24

TheothertraitsthatarefoundintheIndiancontextare: 1) Respect The respect for others as well as elders and youngsters can be figured out as a distinct personalitytraitintheIndiancontext. 2) Trust: Indiansdotrusteasilyandveryfastonothers. 3) Emotion: Indiansareverymuchemotionalinnatureandfeelingsaffectthem. 4) StraightforwardnessandSimplicity: The straightforwardness and simplicity in the life of an Indian can be clearly seen as a special personalitytrainintheIndiancontext. 5) Perseverance: ThisisauniquefeatureofapersonalitytraitfoundinIndiansandalongwithit.Indianshaveasenseof highanddeepthinking HOLISTICAPPROACHTOPERSONALITY Qualitiesrequiredfordevelopmentofapersonality(SarvangiVikasorSarvatomukhiPratibha)are: 1. Atmavishwas(selfConfidence):Selfconfidenceisamustineachandeveryindividual.Cando attitudemustbedevelopedineveryindividual. 2. ParaSamman(Reverenceforallcreation):Anindividualmusthavereverencefornature,man, animal,etc. 3. Sahas (Daring): An individual must have the daring to face challenges and accept everything thatisnewandsuddenwhetheritisanewthoughtorasuddencircumstanceetc. 4. Dhairya(Patience):Slowandsteadywinstherace.Theattitudeofwaitmustbedeveloped. Results always take time. A person must have patience. He must not do things in a hurry, as HasteisWaste. 5. Nischaytmakta (Decisiveness): An individual must be decisive and not indecisive. A person musthaveNirnayShaktiandNischayatmakBuddhi. 6. AbhyasuVrutti(Readinesstolearn):Readinesstolearnandcuriositytolearngohandinhand. Theyhelpanindividualgainknowledge,resultinginthedevelopmentoftheindivdual. 7. Straightforwardnessandsimplicity:Apersonshouldbestraightforwardandsimpleinlifeifhe wantstodevelop.Apersonmustknowhowtoadjustinanysituation. 8. Satata(Continuity):Hemustbeaconstantandconsistentlearner. 9. Perseverance:Hemusthaveperseveranceanddeepthinking. 10. Sportsmanspirit:Hemustlearntoacceptfailuresjustasheacceptssuccess. 11. Audarya()Generosity):Apersonmusthaveabigheartandnotanarrowone. 12. Sahanshilta (Tolerance): He must have the quality of tolerating any human being and any situation. 13. Tyagi (sacrificing): He must be a tyagi. He must learn to sacrifice his personal interests for a cause. 14. Compassionate:Hemusthaveloveandcompassionforall. 15. Appreciation:Apersonmustlearntoappreciateothers. CompiledbyMANAGEMENTPARADISETEAM. Page25

 16. 17. a. b. c.

AlertnessandAwareness:Hemustbealertaboutgoodandbadandmustknowhowtocarry hisdutiesandresponsibilities. Tanmavta:Hemustbecompletelyengrossedinhiswork. Inordertoinculcatethesevaluesinanindividualanidealmustbeplacedinfrontofthem;from whomtheycanlearnthesequalitiesthemselves. TheidealofAristotalwasAbrahamLincoln. VivekanandsidealwashisguruRamkrishnaParamhansa. TheidealofShankaracharyawashisguruGaudpadacharya. Thedevelopedthequalitiesoftheiridealsinthemselvesandbuilduptheirpersonality. HencewecansaythattheabovementionedpeoplearegreatexamplesofHolisticapproachto personalitysincealltheabovementionedvaluesareimbibedinthem.

CULTURAL BACKGROUND AND VALUE SYSTEM MOULD THE PERSONALITY OF AN INDIVIDUAL.DISCUSSWITHEXAMPLES. Personalityofanindividualisdeterminedbytwofactors.Thesearebiologicalfactorsandsocial factors.Biologicalfactorsincludei.Genesofapersonii.Physiqueandiii.Bodychemistry.Social factorsarethefamily,peergroupsandculture.Cultureisthementalequipmentoflife.Culture establishes the norms, attitudes and values that are passed along from one generation to the nextandcreateconsistenciesovertime.Valuearticulateshowweintendtoliveaswepursue our mission. In every culture, certain values have developed over time and are continuously reinforced. At the base rituals and rites are no more than set of disciplined behavioural movements, with the underpinning of some higher principle. It is the disciplined repetition of these behaviour procedures which can impress our mind with enduring and useful practical attitudes and values. When a child is born values of the biological parents play an important part.Thesevaluesariseoutoftheculturewhichincludescustomsandotherwaysofbehaviour whicharecommontoasociety. Since the basic personality type approved by each cultural group is composed of traits that contribute to the successful adjustment of members of the group to its particular and unique lifepattern,thebasicpersonalitypatternsofnotwoculturesareidentical.Notingthis,Stendler writes,Asculturesdiffer,sodothepersonalitiesembeddedinthesecultures. Even cultures, which are similar in many respects, put varying degrees of emphasis on commonly,heldvalues.Whenanationalgroupiscomposedofpeoplefromdifferentcountries, variationsintheculturalvaluesheldbythegroupasawholearequitemarked.Eachsubculture aswellasthegeneralculturehasitsownvaluesandeachattemptstomoldinitsmembersa basic personality pattern that will conform to this values. Regional cultural values differ somewhatintheemphasisplacedonthegeneralculturalvalues. Clearlydefinedsubgroupvaluessetthemodelforthebasicpersonalitytypetobemoldedinthe youngofthesubgroup.Middleclassvaluesemphasizeselfcontrol,gettingahead,andmaking themostofonesabilitiesandopportunities,evenwhenthismeansdenyingpresentpleasures for future gains. By contrast, lowerclass values stress immediate pleasures and conformity to Page26

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groupstandardsislesshighlyvaluedthaninthemiddleorupperclassgroups.Otherdifferences in admired personality traits within a cultural group may be based on racial, ethnic, religious evenpoliticalgrounds. The person whose personality pattern has been molded along lined approved by members of the cultural group with which he is identified has a far better chance for successful social adjustmentsandhappinessthantheonewhosepatternisatypicalforthegroup.Therugged individualistmakesthepoorestadjustmentofall.Hebecomesasocialmisfitandthisaffectshis selfconcept unfavorably because he realizes how unacceptable his nonconformity is to the groupwithwhichhecontinuestobeassociated.

Example: Mr. Narayana Murthy is a vocal proponent of the value of honesty, integrity, honouring commitments,valueaddedperformance,willingnesstosacrificeforopportunitiesandsoforth. GOODMANAGERSSHOULDBEEMOTIONALLYSTABLE.DISCUSS Answer: Spiritual i CompiledbyMANAGEMENTPARADISETEAM. Page27

Tobesuccessfulinlifepersonhastoattainemotionalstability.Ifamanagerisnotemotionally stableitnotonlyeffecthisphysicalhealthbutalsohisworkingability. In this competitive and unstable economy, innovation is the mantra of today, so to be on the topmanagershavetoemotionallystrong. Asshowninthediagramtoachievethespiritualcapacityyourbasei.e.yourphysicalcapacity should be strong. When your physical capacity is sound you can be emotionally stable. Emotional stability not creates the internal climate that drives the ideal performance state. If person is not emotionally strong he may not be able to climb the ladder up. Once when the emotional capacity is achieved, a person can climb further ahead and will achieve mental capacity.Thismentalcapacityfocusestheemotionalandthephysicalabilitytothetask.Ithas beenobservedthatveryfewpeoplewereabletoachievethespiritualcapacity. Soafter,seeingthismodelitisclearthatstepstoachievethesuccessinthelifeisthroughthe emotionalcapacity.

Example:AnuAgaChairpersonThermaxLTd. Anu Aga was a fun person enjoying her dual roles of house wife and professional companion to her creativehusbandRohnitonwhileworkingwithhimatThermax.In1996cameapersonaltragedyinher lifeRohintondiedofaheartattackandinanother14monthsshesufferedanotherenervatingloss,the deathofhersonKurushinacaraccidentandshelosthermotherinlawandpetdog.Thiswastheserial bomb blast in her life. Anu read extensively on death after Rohinton passed away. Two days after he diedshetookthechargeofThermaxaschairpersonandmanagingdirector.Shebravelymanagedthe transitionandtheambitionsofcolleagues. WHATISKARMA?

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Karmaisa Sanskritword meaningaction.According totheLawofKarma, youshallreapin thislifeorthenextasyouhavesowninthisandpreviouslives. Every thought, feeling and need impels a corresponding reaction. However, it is more the motiveandintentbehindadeepthatimpelsareactionratherthanthedeeditself.Thisiswhya childonly createsverylittlekarmathroughhisactions.Thisis alsowhydeedsseeminggood, but with an egoistic motive behind, only have a small positive effect. On the other hand, a policeofficerkillingapotentialevildoertosaveavictimslifewillonlyfacelittlekarma.Krishna tellsusisintheBhagvadGita:OnewhoactsbydedicatingallactivitiestotheUltimateTruth, givingupattachment;isnotaffectedbysin;justasalotusleafinwater. Ignoranceistoafargreaterextentthanmalicethecauseofhumansuffering.Aslongasweare attached to transient earthly things, we shall experience suffering when we lose them. Therefore, all great and enlightened souls, who have taught us humans about eternal values, firsttoldustoseekthekingdomofGod;thenweshallbegivenallthatweneed.Still,wehavea freewilltochooseandlearnthroughourchoices. It is important to emphasise that karma not only involves all the positive effects we have broughtaboutthroughourmanylives,butalsothepainfulcircumstanceswehavehadtodeal withandlearnfrom.BadKarmaresultsinsufferingandthepurposeistohelpmangetbackon therightpath.Goodkarmaontheotherhadopensupforpossibilities,andtheaimhereisfor mantousehisgoodexperienceandqualitiestohelpothers.Thushewillhelphimself. THELAWOFKARMAHOWITWORKS Actually it is very simple and has been known for thousands of years. The law of Karma is knowninChristianteachings,aswellasinmanyothercultures.Itsays: Whateveryoudotootherswillbedonetoyou,inthisoranyfutureincarnationofyoursoul. Thislawissostraightforwardandlogical,itsometimesishardtobelieve,thatsomepersonsstill thinktheymaysomehowgetaroundit.Ifyouknockyourheadagainstawall,itisobviousit maydamagethewallanditmayhurtyourhead.Ifyouknocksomeonebyphysicallyfighting youmaycauseharm,pain,injurytothepersonandthelawofKarmarequiresyoutoexperience the same pain. This is to have you learn to behave in a way that accuses but pleasant experiencetoothersandyourselfalike. Whateveryoudo,youmayattractpersonsaroundyou,thathaveasameorsimilarKarmathan you have. If you are of a physically fighting nature, you may attract such persons again and again.Untilyoustarttobecomeawareofyourownbehaviorandstarttobefedupwiththe resultofyourveryownactions.Untilyoustarttostriveforamorepeacefulenvironment.The onlysuremethodoffindingoneischangingyourveryownbehavior. Thislawappliesforindividualsasmuchasforfamilies,groups,villages,cities,nations,cultures orevenentireplanets. CompiledbyMANAGEMENTPARADISETEAM. Page29

LEADERSHIP
Leadershipisthenaturalabilityofanyindividualtodirectanyoneoragroupofpeopletowards gettingsomegoalaccomplished. LeadershipintheIndiancontextisabuildupprocess.Itanoverallbuildupofvarioushuman attributesthatonebuildsupfromhisyoungerdaystobeacceptedasaLeader. Leadership in the Indian context has its foundations on ethical base and character of the individual.TheyareparamountforapersontobeacceptedasaLeader.Resultshavetoensue fromastrongethicalbaseandcharacter(followingtheDharmaArthaKaamaMokshapath). Asaresultofhisethicalbehaviorandmoralpractices,hecommandsrespectandinspiresothers tofollowhim.Thushecommands,ratherthandemandsrespect. SuchpeoplewhohaverigorouslylivedaDharmiclifeautomaticallyqualifytobeaLeader,and when they run businesses they run Dharmic businesses, based on human values and relationshipsleadingtoprofits. UnlikeintheIndiancontextLeadersintheWestaredrivenbytangiblefactorsofachievement and material success. As a matter of fact, leaders in West are focused on issues of dominant leadership, where leaders are glorified and talked about as super achievers, with media exposure. In the Indian context, on the other hand, Leaders emerge from a background that comes from acceptance by society, (because of the virtues) and not by being thrust upon them.Heispleasantlyandwillinglyacceptedasaleadermorebynominationthan bythrust anddomination.IndianleadersareacceptedasleadersonlywhentheyareseentobeDharmic inaction,whereastheWesternleadersareacceptedasleaderswhentheyareresultoriented and goal focused, the Dharmic part of the task, being given a secondary or little importance (morebydefaultratherthandesign) LeadershipissymbolicofheroworshipintheIndiancontext,becausetheIndianleaderisseen asaparagonofvirtuefromwhichemergesresultsandgoalachievement.WhileintheWestern context,theLeadershipsymbolismisfunctionalincontent.Beyondthefunctionalaspect,there ishardlyanymasshysteriaovertheLeadershipposition. DHARMICLEADERSHIP We have come across principlecentered Leadership which Stephen Covey talks about. Simply stated, Dharmic Leadership is an allencompassing approach towards leading people into goal achievement. It emphasizes as much on the means as on the ends. In fact, there is a greater emphasisonthemeans. Dharmic Leadership is based on the concept of Dharma, which includes the path of Truth & Righteousness.Inthecorporatecontext,tobeaDharmicLeaderisnoteasy.Ononehandwe Page30

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have the challenges of performance in a highly competitive marketplace, while on the other handwehavethebrand/imageofthecompanytobemaintainedinthemarketplaceasatruly fairandethicalplayer. While in the past due to certain compulsions, companies mindlessly and/or ignorantly emphasizedonresults(ends)anddidnotgiveimportancetothemeans,intheglobalbusinesses oftoday,companieshaveincreasinglybecomeconsciousoftheirbrandandimage.Tocreatean enduringtruebrand,oneneedstobevaluecentered,inotherwordsDharmiccentered.Hence DharmicLeadershipismorerelevanttodayandimperativetobeunderstoodandfollowedand propagated. LEADERSAREBORN&MADE. Leadershipistheabilitytoarticulateavision,embracethevaluesofthevisionandnurturean environment where everyone can reach the organizations goal and their own personal needs. Leadership is an indescribable ability based on concrete principles and a tool that anyone can learn that helps guides an organization or group of people in a beneficial direction or to a valuabledestination. The ability to get work done with and through others, while at the same time winning their confidence respect, loyalty and willing cooperation. Before we get started, lets define leadership.Leadershipisacomplexprocessbywhichapersoninfluencesotherstoaccomplish amission,task,orobjectiveanddirectstheorganizationinawaythatmakesitmorecohesive and coherent. A person carries out this process by applying her leadership attributes (belief, values,ethics,character,knowledge,andskills). Thecompletedefinitionhighlightsthedifferencebetweensimplymanagingandbeingaleader. Good leaders are made not born. If you have the desire and will power, you can become an effectiveleader;Goodleadersdevelopthroughaneverendingprocessofselfstudy,education, trainingandexperience. Thereisverylittleevidencethatthesocallednaturallybornleaderreallyexists.Continuing and ongoing studies are showing that the concept of a natural born leader has little merit. Onereasonforthiserrormaybethatpeopleoftenmistakecharismaforleadership.Itistrue that some leaders possess a great amount of charisma. However, many leaders do not. In reality leaders are not born, they are forged by many factors. Some factors that often forge effectiveleadershiptraitsareeducation,preparation,experienceandopportunity. Toinspireyourpeopleintohigherlevelsofteamwork,therearecertainthingsyoumustknow and,do.Thesedonotcomenaturally,butareacquiredthroughcontinualworkandstudy.The bestleaders arecontinuallyworkingandstudyingtoimprovetheirleadershipskills.Although yourpositionasamanager,supervisor,lead,etc.givesyoutheauthoritytoaccomplishcertain tasks and objectives in the organization this power does not make you a leader. It simply Page31

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makesyoutheboss.Leadershipmakespeoplewanttoachievehighgoalsandobjectives,while ontheotherhand,bossestellpeopletoaccomplishataskorobjective. Bassstheoryofleadershipstatesthattherearethreebasicwaystoexplainhowpeoplebecome leaders.Thefirsttwoexplaintheleadershipdevelopmentforasmallnumberofpeople.These theoriesare:Somepersonalitytraitsmayleadpeoplenaturallyintoleadershiproles.Thisisthe TraitTheory. A crisis of important event may cause a person to rise to the occasion, which brings out extraordinaryleadershipqualitiesinanordinaryperson.ThisistheGreatEventsTheory. People can choose to become leaders. People can learn leadership skills. This is the TransformationalLeadershipTheory.Itholdsthat,contrarytopopularbelief,nooneisborna leader but some people do have certain abilities that predispose them to developing into a leader like public speaking, and many other skills, leadership can be learned and developed. Whilethereisnoagreedlistofqualitiesthatmakeagoodleaderanddifferentleadershipstyles suitdifferentsituations.Itisthemostwidelyacceptedtheorytoday.Bornleadersaretheones whohaveinbornqualitiesofaleader.Whereas,incaseofmadeleader,itisoftenamentor whoshapesaleader.

E.g. Born Leader: Dhirubhai Ambani, JRD Tata, Bal Thackeray, Dalai Lama, Shivaji Maharaj, Indira Gandhi, Gandhiji,Alexander,ShreeRam. MadeLeader:KMBirla,IKGujral,thegreatNarayanMurthy,SwamiVivekanand. DHIRUBHAIAMBANIRELYONHIM DhirajlalHirachandAmbanipopularlyknownasDhirubhaiAmbanihasbecomecorporateIndias livinglegend.Ambani,ahighschooldropoutfromChorwadinGujaratsJunagadhdistrict,has puzzledconformistsandcompetitorswithhisbrandofmanagementwheretheonlythingsthat matteredwereresultsandbenefitsforhisshareholders. Dhirubhai had been an opportunity right from his childhood. All he needed was a whiff of a business opportunity and he was to tap it. During the Mahashivratri festival, he would sell ganthia to the local community to earn money. Later, due to shortage of money, he left educationaftermatriculationandwenttoAdentoearnaliving.Heworkedforalmost8hoursin apetrolpumpwherehelearntallabouttheoilbusinessuntiladaycamewhenhewasbittenby theentrepreneurialbug.HecamebacktoBombaytostarthisownbusiness.Withaloan,he startedRelianceCommercialCorporation,involvedingeneral merchandising.Hethenstarted hisyarnbusinessinthe60sfollowedbyhisownspinningmillin1966knownasRelianceTextile Industries.

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He firmly believed that if a person wishes to succeed, then complete access to information is crucial. He always collected updated information on competitors, market size, government rulesandregulationsetc.

HebelievedinSimpleliving,modernthinking. Hewasalwaysapioneer.Hewouldactinstantlyandcapitalizeonmarketchanges,newpolicies etc. and would implement his plans successfully. He did not believe in meeting demand but creatingdemand.Healwaysproducedinlargequantities.Healwaysaimedatprovidingbest goods to the consumer at affordable prices. Moreover, he unlike other leaders, he was an expertinvariousfields.Hewasamanufacturingaswellasmarketingwiz.Heknewhowtooffer the right product mix, identify markets and establish efficient distribution centers and structures,whichholdstrueforoneofhisfamousbrands,Vimal.Heisalsoreferredtoasthe ManchesterofIndia. Hedidntmindcopyingideas,whichhecouldimplementbetterthanhiscompetitors.Asinthe case of copying the concept of selling through showrooms to counter the resistance from traditionalmarketsfromBombayDyeing.Healwayshadthedynamismandconfidenceinfuture andwasalwaysreadytogoagainstallodds.Healwaysbelievedinhimself. Healwaysbelievedinhisresponsibilitytowardsstakeholders.Hewasalsoknownasthestock mastermessiah.Thisisbecauseoncesomemarwarimenweretryingtobringdowntheprice ofhissharesbyshortselling;hecounterattackedtheminturnearnedaheftysumfromthem. Healwayshadawideinvestorbaseandmostofhissubscriptionswerealwaysoversubscribed. An innovator in the financial market, he reintroduced concepts like partial convertible bonds, fullyconvertiblebondsetc.healwaysbelievedinthinkbig,thinkfast,andthinkahead. Dhirubhai is one of the greatest leaders of India who had the zeal to achieve something big ratherthanjustearningmoney.Heworkedtillhisdeath. Asatrueleader,Dhirubhaihadoncesaid,PeoplethinkIhavefinallyarrived,butIthinkIhave justbegun. In 20 years Dhirubhais Reliance empire has grossed sales of Rs.13,740 crore (Rs.67 crore in 1997)andmadeanetprofitofRs.1,653crorefortheyearended1998.Itsassetshavegrownto Rs.24,388 crore from Rs.33 crore in 1977. When most industry players went to the banks for money, Dhirubai went directly to the public. A fighter, Ambani always tried to safeguard the interestsofhisinvestorsalongwithhiscompanys.IfReliancebetsontherightpeople,itwill alwaysremainacompanyofentrepreneurs.SaysMr.Ambani. DR.APJABDULKALAMTHEMISSILEMANOFINDIA HewasborninDhanushkodiinRameswaramdistrictofTamilNaduonOctober15,1931.His father rented out boats to pay Abdul Kalams school fees. The young man distributed newspaperstohelpandcontributetowardsthehouseholdandhisschoolexpenses.Hedidhis B.Sc.atSt.JosephsCollege,Trichi,andDMITinAeronauticalEngineeringatMIT,Madras. AbdulKalamjoinedtheDefenceResearchandDevelopmentOrganisation(DRDO)in1958.Later hemovedtotheIndianSpaceResearchOrganisation(ISRO)wherehesucceededinputtingthe CompiledbyMANAGEMENTPARADISETEAM. Page33

35KgRohiniIsatelliteonalowearthorbitwiththehelpoftheSLVIII(SatelliteLaunchVehicle). After spending 19 prolific years in ISRO, he returned to DRDO to head the countrys missile developmentprogramme,whichculminatedinthesuccessfullaunchoftheAgniandthePrithvi. He went on to be the Scientific Adviser to Defence Minister and Secretary, Department of Defence Research & Development, and has been appointed Principal Scientific Adviser to the GovernmentofIndia.AschiefofIndiasdefenceresearchanddevelopmentprogramme,Kalam, transformed moribund government organizations into fighting machines that can deliver. The threeundergroundnucleartestsinthePokhranrangeofRajasthandespitemountingpressure to abandon nuclear programme under his able guidance has made India reaffirm its nuclear preparedness. The only brief experience that he had abroad was in 196364 when he was invited by the National Aeronautics and Space Administration (NASA) to spend four months in the US at the WallopsIslandRocketryCentreandtheLangleyResearchCentre. HehasbeenawardedwiththeIndiasHighestCivilianAwardtheBharatRatnain1998.Othe rprestigious awards include Dr. Biren Roy Space Award, Om Prakash Basin Award for Science andTechnology,NationalNehruAward,AryaBhattaAward.HeisalsotheauthorofWingsof Fireanautobiography. The66yearold,scientistleadsanausterelifeandwhenheisnotworkinghisusual18hoursa day,healsowritespoetryandplaystheveena. KrishnawasabornleadertowhichtheIndiancommunitylooksat.Heissomeonewhoisthe bestdefinitionofsuccessfulleader.

SimilaritybetweenDhirubhaiandLordKrishna Holistic vision both possessed it. Krishna always knew that was happening and developed timelystrategies. Wellnetworkedbothhadstrongcontactswithpeople,andknewhowtogetworkdone. Opportunistandshrewd. Aggressive,proactiveandhighlypolitical. Verycreative. Peopleorientedleaders. Optimumutilizationofallresources,alsorecognizeandidentifyskillsofpeople. Situationalleaders. Highlevelofconfidenceandselfbelief. Quickdecisionmaker. CharacteristicsofaLeader: 1. Heshouldbeinnovativeandcreative 2. Heshouldbeoriginali.e.heshouldtakeinitiative. 3. Heshouldhavegoodcommunicationskills. 4. Heshouldhavedecisionmakingskills. 5. Heshouldhavegoodhumanrelationskills. CompiledbyMANAGEMENTPARADISETEAM. Page34

 6. 7. 8. 9. 10.

11. 12. 13. 14. 15. 16. 17. OtherimportantCharacteristics 1.Theyhaveaclearlyarticulatedvisionofwhattheknowledgeagendaandknowledgemanagementis about.Their thinkingabouttheirbusiness,theirbusinessenvironmentand theirknowledgegoalswas clear. 2.Theyhaveenthusiasticknowledgechampionswhoaresupportedbytopmanagement. 3. They have a holistic perspective that embraces strategic, technological and organisational perspectives. 4.Theyusesystematicprocessesandframeworks(thepowerofvisualisation). 5.They"betonknowledge",evenwhenthecostbenefitscannoteasilybemeasured. 6.Theyuseeffectivecommunications,usingallthetricksofmarketingandPR. 7. There is effective interaction at all levels with their customers and external experts. Human networkingtakesplaceinternallyandexternallyonabroadfront. 8.Theydemonstrategoodteamwork,withteammembersdrawnfrommanydisciplines. 9.Theyhaveacultureofopennessandinquisitivenessthatstimulatesinnovationandlearning. 10.Theydevelopincentives,sanctionsandpersonaldevelopmentprogrammestochangebehaviours. Thecharacterofaleaderisnotonedimensional:compromisesspectrumoftraitsthatinclude integrityandcompassionintheyogicpsychology.Thetraitofcompassionisfoundatthefourth chakra,thesubtleenergycenteroftheheart. Leaders who are attached to third chakra the center of ambition and the will to power are unrealized as leaders dictators such as Napoleon, Hitler and Stalin are deluded by dreams of glory. Those who have evolved to the higher fourth chakra will exhibit compassionate unity withtheirfollowers. Leaders construct and define their own value system, and they proceed with morality toward noblegoals. Inthefinalanalysisgoodintentionsarenotenough.Thequalityofleadershipshouldbejudged also on the quality of the outcome or consequences of the leaders actions and they must maintains moral symmetry as the deal with various stakeholders. Organizational and political successcorrelatessignificantlywithfitnessofcharacter,thought.Greatleadersaremoral;they CompiledbyMANAGEMENTPARADISETEAM. Page35

Heshouldhaveconceptualskills. Heshouldbeabletofocusonpeople. Heshouldbeaninspirei.e.heshouldhavemotivationskill. Hshouldhavelongrangeperspective. He should be able to develop his follower so that they can take initiative, which generates a senseofselfinvolvement,whichisverymuchnecessaryinmanagement. Heshouldalwayshavehiseyeonthevision. Heshouldalwaysbereadytoacceptinterruptiblechallenges. Leaderisnotlikeasoldier;heisapersoninhimself.Heleads,everyonefollows. Intelligenceacademicachievement. Socialmaturity Selfmotivationandanachievementorientation. Awiderangeofinterests.

operatefromadeepethicalplatformthatconsidersvaluessuchasjusticeandgoodness,tobe theguidingprinciplefororganizationdecisions. MANAGERIALGRID TheBlakeandMoutonManagerialGrid(1985)usestwoaxis: "Concernforpeople"isplottedusingtheverticalaxis "Concernfortask"isalongthehorizontalaxis. They both have a range of o to 9. The notion that just two dimensions can describe a managerial behaviorhastheattractionofsimplicity.Thesetwodimensionscanbedrawnasagraphorgrid:

I. II. III. IV. V.

Mostpeoplefallsomewherenearthemiddleofthetwoaxis.But,bygoingtotheextremes,that is,peoplewhoscoreonthefarendofthescales,wecomeupwithfourtypesofleaders: Authoritarian(9ontask,1onpeople) TeamLeader(9ontask,9onpeople) CountryClub(1ontask,9onpeople) Impoverished(1ontask,1onpeople). AuthoritarianLeader(hightask,lowrelationship) People who get this rating are very much task oriented and are hard on their workers (autocratic). There is little or no allowance for cooperation or collaboration. Heavily task oriented people display these characteristics: they are very strong on schedules; they expect peopletodowhattheyaretoldwithoutquestionordebate;whensomethinggoeswrongthey tendtofocusonwhoistoblameratherthanconcentrateonexactlywhatiswrongandhowto preventit;theyareintolerantofwhattheyseeasdissent(itmayjustbesomeone'screativity), soitisdifficultfortheirsubordinatestocontributeordevelop. TeamLeader(hightask,highrelationship) Page36

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Thistypeofpersonleadsbypositiveexampleandendeavorstofosterateamenvironmentinwhichall teammemberscanreachtheirhighestpotential,bothasteammembersandaspeople.Theyencourage theteamtoreachteamgoalsaseffectivelyaspossible,whilealsoworkingtirelesslytostrengthenthe bondsamongthevariousmembers.Theynormallyformandleadsomeofthemostproductiveteams. CountryClubLeader(lowtask,highrelationship) This person uses predominantly reward power to maintain discipline and to encourage the team to accomplishitsgoals.Conversely,theyarealmostincapableofemployingthemorepunitivecoerciveand legitimatepowers.Thisinabilityresultsfromfearthatusingsuchpowerscouldjeopardizerelationships withtheotherteammembers. ImpoverishedLeader(lowtask,lowrelationship) A leader who uses a "delegate and disappear" management style. Since they are not committed to eithertaskaccomplishmentormaintenance;theyessentiallyallowtheirteamtodowhateveritwishes andprefertodetachthemselvesfromtheteamprocessbyallowingtheteamtosufferfromaseriesof powerstruggles. Themostdesirableplaceforaleadertobealongthetwoaxisatmosttimeswouldbea9on taskanda9 onpeople the TeamLeader.However,donotentirelydismisstheotherthree. Certain situations might call for one of the other three to be used at times. For example, by playingtheImpoverishedLeader,youallowyourteamtogainselfreliance.BeanAuthoritarian Leader to instill a sense of discipline in an unmotivated worker. By carefully studying the situationandtheforcesaffectingit,youwillknowatwhatpointsalongtheaxisyouneedtobe inordertoachievethedesiredresult. TRANSFORMATIONALLEAERSHIP Because of the major shifts in all aspects of organizational life, a new kind of leadership is emerging.Itisthekindofleadershipthatenablestheexplorationofnewandinnovativeways to drive value and deliver real results in an everchanging business environment. This new leadership allows individuals and organizations to thrive at the edge of chaos, inspiring the innovationandcreativityneededtodevelopnewproductsandtechnologies,evennewbusiness modelsthatcanleadtosustainablecompetitiveadvantageintheneweconomy.Thisnewform ofleadingiscalledtransformationalleadership. Thespiritoftransformationalleadershipisfoundedintheethosofpioneering,innovatingand theexplorationofnewdimensionsofhumanendeavor. The competency of transformational leadership is founded in the ethos of pioneering, innovatingandtheexplorationofnewdimensionsofhumanendeavor. The competency of transformational leadership provides leaders and managers with a whole newwaytoenergizeandenlivenindividualcontributorstodelivertheirbesteffortandideasto organizationalobjectivesasamatterofpersonalexpressionandprofessionalespirtdcor. From the behavior standpoint, transformational leadership begins with selfdevelopment and extends to the coaching and developing of others. It is about making sure that the people aroundyouhavethetoolsandresourcestheyrequiretodotheirbestwork.Itisabouttaking personalresponsibilitytoremovethebarriersthatinhibittheoptimalsustainableperformance CompiledbyMANAGEMENTPARADISETEAM. Page37

ofpeoplewhofollowyou.Thiskindofleadershipisaboutrecognizingtheexplicitandimplicit valueofindividuals,networks,andrelationshipsandprovidingenergyandinspirationforothers toachievethemutualaimoftheenterprise. Thekeydirectionalideasoftransformationleadershipare: Open Systems: This idea is about recognizing the interconnections and interrelationships between just about everything. Its about creating synergies between people, process, an technology.Itsaboutinfluencevs.control. Chaos: This idea points to the sheer magnitude of interconnections, relationships, and dependencies that defy categorization and manipulation. It is also about the natural order inherentinseeminglychaoticeventsthatcanbeharnessedasasourceofcreativity,innovation, andinspiration. Willingness:isaboutinfluence,confluence,andsynergyvs.domination,controlofwillfulness. To be willing is to attract and allow things (people, process, technology, opportunity) to self organizevs.imposingorderandmakingthingshappen. Defiance:Thisisaboutstandinginthefaceofopportunity,attheedgeofwhatispossible,and doingeverythinghumanlypossible(ethicallyandmorallycorrect)toachievegoalsthatdrivethe missionandfulfillthevisionoftheorganization. Leaderswhobringaboutimportantchangesaresaidtoexercisetransformationalleadership.In recent years transformational leadership has become a major new emphasis in studying leadershippartlybecausesomanyorganizationsneedtobetransformed. In study of leadership charisma is a special quality of leaders whose purposes, powers and extraordinary determination differentiate them from others. A key dimension of Charismatic leadershipisthatitinvolvesarelationshipbetweentheleaderandthepeoplebeingled.The beliefs of the group members must be similar to those of the leader, and unquestioning acceptanceofandaffectionfortheleadermustexist.Thegroupmembersmustwillinglyobey theleader,andtheymustbeemotionallyinvolvedbothinthemissionoftheleaderaswellas theirowngoals.Finallytheymusthaveastrongdesiretoidentifywiththeleader. Transformational leaders are the ones who motivates individual more than the individual expects himself to perform. This results in an overall development of the leader and the following.Italsoraiseshierarchyofneedfromsatisfactiontowardsselfactualization. Transformationalleadershiphasfourcomponents: Idealizedinfluence:havingaclearvisionandsenseofpurpose.Suchleadersareabletowinthe trustandrespectoffollowers. Individualconsideration:payingattentiontotheneedsandpotentialfordevelopmentoftheir followers,delegating,coachingandgivingdirectionandconstructivefeedback. Intellectualstimulation:activelysolicitingnewidesandnewwaysofdoingthings. Inspiration:Motivatingpeople,generatingenthusiasm,settinganexample,beingkeentoshare theload. CompiledbyMANAGEMENTPARADISETEAM. Page38

CharismaandTransformationalleadershiparecloselyintertwined,thoughallcharismaticleadersmay notbetransformational.Thespecificcharacteristicsoftransformationalleaderslistedbelowapplyto leadersingeneral. VISION:Atransformationalleaderoffersanexcitingimageofwheretheorganizationisheaded andhowtogetthere.Avisionismorethanaforecastbecauseitdescribesanidealversionof thefutureofanentireorganization. MASTERFUL COMMUNICATION SKILLS: To inspire skill, he transformational leader uses colourfullanguageandexcitingmetaphorsandanalogies. ABILITYTOINSPIRETRUST:Groupmembersandconstituentsbelievesostronglyintheintegrity oftransformationalleadersthattheywillrisktheircareerstopursuethechiefsvision. ABILITYTOMAKEGROUPMEMBERFEELSCAPABLE:Onetechniqueforhelpinggroupmembers feelmorecapableistoenablethemtoachievesuccessonrelativelyeasyprojects.Theleader thenpraisesthemandgivesmoredemandingassignments. ENERGY AND ACTION ORIENTED: Like entrepreneurs, most transformational leaders are energeticandserveasamodelforgettingthingsdoneontime. EMOTIONALEXPRESSIVENESSANDWARMTH:Akeycharacteristicsoftransformationalleaders is the ability to express feelings openly. Nonverbal emotional expressiveness, such as warm gesturesisalsocharacteristicoftransformationalleaders. WILLINGNESSTOTAKEPERSONALRISKS:Transformationalleadersaretypicallyrisktakers,and risktakingaddstotheircharisma.RichardBransonofthevirgingroupisanexemplaryrisktaker inhisbuyingandsellingofcompanies. USE OF UNCONVENTIONAL STRATEGIES: Part of being creative is to use unconventional strategiestoachievegoals. SELFPROMOTINGPERSONALITY:transformationalleadersarehardlydiffident;theytoottheir hornsandallowotherstoknowhowimportanttheyare. PROPENSITY TO EMERGE DURING RISIS: Early formulations of transformational leadership emphasized that the transformational leader arises in response to a crisis. Such emergence is moreevidentwithpoliticalandunionleadersbecausetheymayarisetopowerwheneconomic conditionsareattheirworst. MINIMUM INTERNAL CONFLICT: Transformational leaders are confidant and determined that theyareright,eventhoughsetbacks.Theyappeartohavelessinternalconflictbetweentheir emotions,impulses,andfeelingsandtheirconsciencesthandomostpeople.Becausetheyare convincedtheyareright,theyexperiencelessguiltthandomostpeople. Also,theyactaschangeagents,theybelieveinpeople,haveastrongsetofvalueslifelonglearners,and abovealltheyarevisionaries. JehangirRatanjiDadabhaiTata(19041993)E JRD Tata has been one of the greatest builders and personalities of modern India in the twentiethcentury. He assumed Chairmanship of Tata Sons Limited at the young age of 34; but his charismatic, disciplinedandforwardlookingleadershipoverthenext50yearsandmore,ledtheTatGroup CompiledbyMANAGEMENTPARADISETEAM. Page39

to new heights of achievement, expansion and modernization. Under his stewardship, the number of Tata ventures grew from 13 to around 80, encompassing steel, power generation, engineering, hotels, consultancy services, information technology, art and culture, consumer goods,industrialproducts,etc. HewasthepioneerofcivilaviationinIndia.In1932,heintroducedairtransportinthecountry theenterpriselaterbecameAirIndia. Heimplicitly followedthe principlesofbusinessethicsofthegreatvisionaryJamsetjiTata,his ideal. He also personally crusaded for issues that he felt were imperative for Indias developmentfamilyplanning,womenseducation,andspreadofliteracy.The100%successful family welfare schemes at Tata Steel and the various educational programmes for all, directly emanatefromJRDTatasinsight. GovernmentofIndiaconferredthehighestcivilianawardoftheland,BharatRatnatoJRDTata in1992. Forallhiscolossalachievements,JRDTatawasamodest,sensitiveman,foreverespousingthe cause of his employees. His natural love for people endeared him to all.. across the entire spectrumofsociety.

Thedistinctskillsthatcharacterizedhimasatransformationalleaderare: Anticipatoryskills:foresightintoaconstantlychangingworld. Visionaryskills:aprocessofpersuasionandexamplebywhichapersonorleadershipteaminducesa grouptotakeactioninaccordwiththeleaderspurposesormorelikelythesharedpurposesofalarge group. Valuecongruence skills: the need of corporate leader to be in touch with the employees economic, safety,psychological,spiritual,aestheticandphysicalneedsinordertoengagepeopleonthebasisof thesharedmotives,valuesandgoals. Empowermentskills:thewillingnesstosharepowerandtodosoeffectively. Selfunderstanding:introspectionandassessmentofonesandothersgoals. HowTransformationstakeplace Theleader: RaisesPeoplesAwareness The transformational leader makes group members aware of the importance and values of certain rewardsandhowtoachievethem.He/Shemightpointtothepride,workerswouldexperience,should thefirmbenumberoneinitsfield.Atthesametime,theleadershouldpointtothefinancialrewards accompanyingsuchsuccess. Helpspeoplelookbeyondselfinterest Transformationalleaderhelpsthegroupmemberslooktothebigpictureforthesakeoftheteamand theorganization. Helpspeoplesearchforselffulfillment TheTransformationalleaderhelpspeopletogobeyondthefocusonminorsatisfactionstoaquestfor selffulfillment. Helpspeopleunderstandneedforchange CompiledbyMANAGEMENTPARADISETEAM. Page40

Transformationalleadermusthelpgroupmemberstounderstandtheneedforchangebothemotionally and intellectually. The problem is that change involves dislocation and discomfort. An effective transformational leader recognizes this emotional competent to resisting change and deals with it openly. Organizational change is much like a live transition. Endings must be successfully worked throughbeforenewbeginningsarepossible. Investsmanagerswithsenseofurgency Tocreatethetransformation,theleaderassemblesacriticalmassofmanagersandimbuesinthemthe urgencyofchange.Themanagermustalsosharethetopleadersvisionofwhatisbothnecessaryand achievable.Tosellthisvisionofanimprovedorganization,thetransformationalleadermustcapitalize onavailableopportunities. Iscommittedtogreatness Businesscanbeanopportunityforindividualandorganizationalgreatness.Byadoptingthisgreatness attitude,leaderscanennoblehumannatureandstrengthensocieties.Greatnessencompassesstriving forbusiness,effectivenesssuchasprofitsandhighstockvalueaswellasethicsandemphasisonethical leadership instills a desire for customer service and quality and fosters feelings of proprietorship and involvement. TheLeader o Raisespeoplesawareness. o Helpspeoplelookbeyondselfinterest. Transformations o Helpspeoplesearchforselffulfillment o Helpspeopleunderstandneedforchange o InvestsManagerswithsenseofurgency o Iscommittedtogreatness IMPORTANCEOFVALUESINLEADERSHIP Humanandvaluesconstitutethewealthofcharacter.Valuesexpressdharmaordivinenature asunderstoodinheEast,particularlyintheIndianethosandinsight,andideasofintegrityas understoodintheWest. Oureffectivenessatworkistiedtoexercisingintrinsichumanvalues,i.e.moralandethicvalues. These human values support established business values such as service, communication, excellence, credibility, innovation, creativity and coordination. The human values help self developmentandgoodinterpersonalinteractions.Theyreduceconflictsanddisputes.Theyare partandparcelofachievingacceleratedprocessimprovement,customer,workers,andcitizen satisfaction.Theyenhancereputationandgoodwilloftheorganization. CompiledbyMANAGEMENTPARADISETEAM. Page41

Ethicalandmoralvaluesandcharacteralonecanacceleratetheunfoldingofpersonsdivinity. Suchapersonwillhavepoise,wisdom,harmonyandpeacetomanageeffectivelyothersandto assureenrichedqualityofmindaswellasenrichedqualityofwork. Effectiveness in performance of leader and workers is a function of values and skill together; every effort must be made by the leaders (top management) in the organization to inculcate values. Values relate to the internal domain of business i.e. interactions with employees; customers,suppliers,creditors,publicetc.inthecorporatemissionorcreedwedescribevalues, vision,goalsandobjectivescherishedbytheorganization. Values should be an integral part of corporate mission, objectives. They should be expressly mentioned in the mission document. Te members of the management team and the union leaders of workers must be regularly exposed to spiritualization, satsang of spiritual leaders, seminars and workshops, meditation, introspection common prayers etc. the leaders should inculcatethespiritofgivingratherthantakingintheworklife. One must also emphasize integrated personality development in which enduring values enjoy therightplacealongwith therequisite skills.Tobringaboutaradicalchangeinthethought, speech, action nd behavior oneself needs disciplined, sustained, conscious and well directed effortorsadhana. Valuesdrivenmanagementcombinedwithrequisiteskillsimprovesthequalityofworklifeand enhances the reputation of a company. When management and the staff translate value orientation into their everyday lives, they would be better leaders and team members. They wouldalsoreceivevoluntarycooperationfromtheirpeersandjuniorsofourmindandheart. Managementbyconsciousnessdemandsprescienceofvaluesinorucharacterandpersonality.

Therealisticobjective JnanaYoga

ManagerialEffectiveness

Managerialeffectiveness

PureMind

RajaYoga

BhaktiYoga

KarmaYoga

Managerialeffectivenessbasedonholisticvaluebasedmanagementcansolvemanyproblems harassingtheeconomyinallcountries.Suchmanagementoffershumanwelfare,thequalityof Page42

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life and the quality of work.Value emerge effectively only from a purified mind i.e. from the innermindofhigherconsciousness. Fourtraditionalmethodsofmindpurificationis: 1. Jnana Yoga (Path of Knowledge): Discrimination enables to distinguish lower self from higher selfandfindout(rediscover)ourRealNatureGodrevealthyselfinmyheartandactions. 2. RajaYoga(PathofMindControl):Ifoperateswitthemind,aimsatperfectionsofmindcontrol, thenenterintoconcentrationandtranceofSamadhi,wehavetrainingofwholementalsystem apreconditionofperfection. 3. BhaktiYoga(PathofDevotion):SelfsurrendertotheLordandemotionallyonecanreachthe goalofpureconsciousnessorDivinity. 4. Karma Yoga (Path of Action): Selfless action purifies our mindintellect. Purer mind can concentrate, contemplate and meditate to approach perfection or divinity i.e. pure consciousness. Allthesepathsmeettheseaofwisdomintheend. IMPORTANCEOFVALUESINLEADERSHIP,HOWLEADERS/MANAGERSSHOULDRESPONDTO HUMNVALUES: Values express dharma or divine nature as understood in the east, particularly in the Indian ethosandinsightandtheideasofintegrityasunderstoodinthewest. Valuescreatesinvaluablecredibilityandgoodwillofindividuals. Leaderswithvalueshasstateofmind,equanimity.Suchapersoncanmobilizehisandothers energyandhelpaccomplishwonders. Leaders having values develop themselves and help others to develop values in time. Further thismakesleaderamodeltobeemulatedbyothers. The final proof of sincerity and seriousness in uncompromising emphasis on integrity of characterinajob.Foritischaracterthroughwhichleadershipisexercised,itischaracterthat setstheexampleandisimitatedinturn. Leader lacking in character and integrity which are the part of values no matter how knowledgeable, how brilliant, how successful he destroys people the valuable asset of company.Hedestroysspiritandhedestroysperformance. Leaderhavingvalueswillpoise,wisdom,harmonyandpeacetomanageeffectivelyothersand to assure enriched quality of mind as well as enriched quality of work. This would result in effectivenessofperformance. Leaders are after all basically human being who can manage himself with the aim of reaching theperceptionthehumanspiritiscapableproofvaluebasedleaderscaneasilypurifyheartsand mindsofthemselvesdecisionstakenbysuchpeoplewouldbeunbiasedone. Leaderseffectivenessatworkistiedtoexercisingintrinsichumanvalues.Thesehumanvalues support established business values such as service, communication, excellence, creditability, innovation, creativity and coordination. Human values helps self development. Managerial functions such as direction, control, supervision and communication, integration and co ordination are much easier. Human values help good interpersonal interactions. They reduce CompiledbyMANAGEMENTPARADISETEAM. Page43

conflictsanddisputes.Theyarepartandparcelofachievingacceleratedprocessimprovement customer, workers and citizen satisfaction. Leaders through their values enhance reputation andgoodwilloftheorganization. Peopleconstitutethegreatestdynamicinputsinanyorganization.Theyarethecenterorpivot and must be regard as the vital and integral part of organization and management. Every individual is the representation of a divine essence. The true leader has due regard for the divine, essence in every member of the organization and recognizes practically unlimited potential energy of a human being which can be tapped by any manager. Development of peoplenotinskillsbutinnormal,ethicalandspiritualvaluesnowbecomesthenecessaryendin itself. Humanharmonyandhappinessarethemainobjectivesofanyenterprisetojustifyitssurvival andprogress.Dueoverburdenofscienceandtechnologyatusehasboughtundesirableresults suchasunwantedstressesandstrainsunrestandlonelinessinthehumanmindwhichhastobe removedbyaddingvaluesatqualityofworktowardswhichleadersmusttakethestep. Leaders must start altering the oldman machine situation man must be given positions as masters and not a slave to machine or technology. Human values would honour the core humannessandbringaboutharmonyandbalancebetweenvaluesasmeansandvaluesasends.

Conclusion: Men make history and not the other way around. In periods where there is no leadership, society standsstill.Progressoccurswhencourageous,skillfulleadersseizetheopportunitytochangethingsfor thebetter. EXPLAIN THE CONSULTATIVE, ENTREPRENEURIAL, PROFESSIONAL, BUREAUCRATIC STYLE OF LEADERSHIP. AuthoritarianStyle: Knowninitsacronymasbureaucraticorautocraticstyle,authoritarianstyleinvolvesretention of full authority by the leader. Leader decides, decision is passed on to subordinates, instructionsabouttheimplementationofdecisionaregivenandthesubordinatesareexpected todowhattheleaderhastoldthemtodo.Assuringthattheleaderiscompetent,theadvantage ofthisleadershipstyleisthattasksareefficientlycompleted,sincethereisnoopportunityfor thetimeconsumingtwowaycommunicationassociatedwithdemocraticstyles. Theprimaryproblemwithauthoritarianleadershipstyleisthatworkersaremadeawareofwhat todo,butnotwhy.Thismayleadto(1)lowemployeemorale,and(2)workers followingleaderdirectionsloseinitiativeandavoidresponsibilityforanyerrors. Buttherearesomeworkerswhopreferautocraticleader.Theyfeelsecureunderhisleadership. Insuchcases,productivityandmoraleoftheworkerstendtobehigh. Consultativeleaders: CompiledbyMANAGEMENTPARADISETEAM. Page44

Theysolicitopinionsfromgroupbeforemakingadecision,yettheydonotfeelobligedtoaccept thegroup'sthinking;theseleadersmakeitclearthattheyalonehavefinalauthoritytomakethe finaldecision.

ProfessionalStyle: Alsocalledlaissezfaire,professionalleaderchoosesnottoadoptaleadershiproleandactually abdicates leadership position, generally relinquishing it to someone else in the work group While technically not a leadership style (it is more the absence of one), it does warrant brief mentionsincetheabsenceofleadershipmayhaveapositiveornegativeeffect. On the positive side, professional leadership works when the group is composed of highly committedmembers.Onthenegativesideitmaybestatedthattheleaderabdicatesleadership role because of his own incompetence, the fear of failure, or the perceived social cost of criticismbytheworkgroup. EntrepreneurshipLeadershipStyle: Entrepreneurisapersonwhoconvertsaninnovativeideaintobusiness.Thewordentrepreneur isgenerallyassociatedwithsmallscaleindustry.Whatisanentrepreneurshipleadershipstyle? Basedonboththeirpersonalitycharacteristics,andthecircumstancesofoperatingabusiness, manyentrepreneursuseasimilarleadershipstyle.Themostnotablefeaturesofthisstyleare: Impatienceandbrusquenesstowardsemployeesbecausetheentrepreneurisalwaysbusy. A heavy task orientation combined with a very directapproach to giving instructions to employees. Acharismaticpersonalitythatinspiresotherstowanttodobusinesswithhimorherdespitethe impatience. Amuchstrongerinterestindealingwithcustomersthanemployees. Astrongdislikeforbureaucraticrulesandregulations. Anxietytoconsolidatebusinessgainsasquicklyaspossible. THESITUATIONALLEADERSHIPTHEORY PaulHerseyandKennethBlanchardhavedevelopedasituationalmodelofleadershipthatadds "maturity" of followers as a contingency variable which deserves due consideration. The two authors feel that situational leadership requires adjusting the leader's emphasis on task behaviors (i.e., giving guidance and direction) and relationship behavior (i.e., offering socio emotionalsupport)accordingtothematurityoffollowersinperformingtheirtasks.Maturityin thiscontextisunderstoodnotasageoremotional stability but as desire for achievement, willingness to accept responsibility, and taskrelated ability and experience. The goals and knowledge of followers are important variables in determiningeffectiveleadershipstyle. Hersey and Blanchard believe that the relationship between leader and subordinates moves throughfourphasesakindoflifecycleassubordinatesdevelopandmatureandthatmanagers needtovarytheirleadershipstyleswitheachphase.Intheinitialphase,whensubordinatesfirst CompiledbyMANAGEMENTPARADISETEAM. Page45

enter the organization, a high task orientation by the manager is most appropriate. Subordinatesmustbeinstructedintheirtasksandfamiliarisedwiththeorganisation'srulesand procedures. At this stage a nondirective manager causes anxiety and confusion among new employees, however, a participatory employee relationship approach would also be inappropriateatthisstagebecausesubordinatescannotyetberegardedcolleagues.Thisstyleis calledthe"directing"or"telling"approachofleadership. As subordinates begin to learn their tasks, taskoriented management remains essential, as subordinates are not yet willing or able to accept full responsibility. However, the manager's trust in and support of subordinates can increase as the manager becomes familiar with subordinates and desires to encourage further efforts on their part. Thus, the manager may choose to initiate employeeoriented behaviours. This style is called "telling" or "coaching" approachtoleadership. Inthethirdphase(hereitisthe"participating"or"supporting"style)asthesubordinate'sability and achievement motivation are increased, and subordinates actively begin to seek greater responsibility.Themanagerwillnolongerneedtobedirective(infact,closedirectionmightbe resented). However, the manager will continue to be supportive and considerate in order to strengthenthesubordinates'resolveforgreaterresponsibility. "Delegating" is the style that the manager follows in the final stage. Here, the manager can reduce the amount of support and encouragement as subordinates gradually become more confident,selfdirecting,andexperienced.Subordinatesare"ontheirown"andnolongerneed orexpectadirectiverelationshipwiththeirmanage.

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 Evaluations:

The situational leadership theory has generated considerable interest because it recommends a leadership that is dynamic and flexible rather that static. The motivation, ability and experience of subordinatemustbeconstantlyassessedinordertodeterminewhichstylecombinationwouldbemost appropriateunderflexibleandchangingconditions.Ifthestyleisappropriateitwillnotonlymotivate employeesbutalsohelpthemmovetowardsmaturity.Furtherthetheorygivesspecificattentionabout a task or a job to be done. Finally the theory is one of the more popular leadershiptraining models availabletoday. Criticism: 1) The theory requires that the leader be perspective enough to determine a subordinates maturitydevelopmentlevelonatask.Determiningmaturitylevelisdifficult. 2) Situational leadership like most contingency theories is heavily based on need for style flexibility. It is possible to change as subordinates mature. It is desirable that the leader are adaptablethereisastrongbeliefthisisnotpossible. Finallythetheoryassumesthatthenatureofthetaskbeingsupervisedissuchthattheleader can treat each employee in slightly difficult way. There is no doubt that this is a reasonable assumptioninmanycasesbutinpracticecanaleaderexhibitdifferentleadershipstyleswhere allmembersofthegroupperformthetasktogether.Thisquestionremainsunanswered. WHAT IS THE DIFFERENCE IN THE WORKING STYLE OF AN INDIAN MANAGER AND AN MNC MANAGER? Indianmanager Wisdom leadership is clear that some kind of spiritual anchorage is a common feature in the profile of all leaders. Some Indian leaders are more spiritual than others. JRD TATA did not believeinanyorganisedreligion.forhimgodwasloveandhesawtheloveofgodintheloveof thepeople. Allthosebusinessleaderswhohadspiritualanchoragehadtheirinitiationinearlychildhood. Eithertheschoolorthefamilyprovidedthenecessaryformaleducationinbusinessethics.All Indian business leaders lamented the deterioration of values in the present generation of managers. Even a business leader who himself is very sound ethically and subscribes to the Indianvalues,confessedthatthemoralstandardsofhisnextgenerationwerenotsogood. Spiritualanchoragehelpssustainamanagerinthepresentprevailingturmoilisthecommon belief of the business leaders. the important thing is understanding the process of the workingofthisspiritualityandreligionsnarratedandexperiencedbythesebusinessleaders. Thisexperiencedsharingmaythrowsomelightonhowthispracticalwisdomworks. CompiledbyMANAGEMENTPARADISETEAM. Page47 Thus viewed from conceptual and methodological perspective the theory remains intuitive appearingmodelthatstillrequiresempiricalsubstantiation.

Thefirststepintheprocessappearstobethesystemicconditioningofthemindagainstreckless avarice. This is the basic guideline for managing oneself against endless and uncontrolled desires.Thishelpsinsettinghigh(moral)goalbeforeaman. M.Skhannaisabelieverintheexistenceofatranscendentalpowerinfluencingthelifepatterns of people. He pointed out a two sep process( as his mother had experienced ) of prayers and meditations. SureshKrishna(chairman,SundaramFastenersLtd)maintainsthatheisnotareligiousman.He states, I do spent an hour or so daily to go within myself, search for any disharmony and resolveitwithintegrityassoonaspossible. Thisistheprocessofdeepmeditation,whenhisselfreferestotheself.Insuchaselfreferral process,disharmoniesareboundtoberesolved.Forsuchaselfreferralprocessoneneednot subscribetoanyreligiousfaith(dogmasorrituals)butfirmfaithingod.Thatiscosmicpower. Two other business leaders R.K Talwar (Former Chairman SBI and IDBI) and M S Verma (chairmanSBInowretiredalsosharetheirexperience.bothofthemarereligiousbynatureand spiritualintemperament.TheGitahasbeenaguidingforceinthecaseofShriTalwar.Oneof themspokeofDivineInterventionandtheotherofdivinevoice. Letussharetheexperiencesofarastheprocessisconcerned.Theseare Firmfaithingod,firmfaithinwhatIdoandrationalityinaction. Sincerity,silenceandnopreference. FordevelopingAntarDrishtitherouteliesthroughMukhitaandAntarshuddiinthatorder. Theothervirtue,whichcomesclosetointegrityintheleadersprofile,ismoralvaluesorethics. All this goes to show the impact of religion and spiritualism in our business leaders. The third virtueintheprofileisleadingfromthefront.Amongstothervirtueshardwork,efficiency,honor ,transparency,opennesswerementionedbybusinessleaders,andthearmychiefmentioned professionalcompetenceasanadditionalvirtue.

Westernmanagers. LeeIacoccaabusinessleaderisamongstthetopnotchesinthecountry,butothersarenotso wellknown.Lincolnisthegratesleaderthiscountryandperhapsthisworldhasyetknown. Hewasnotabornkingofmenbutachildofthecommonpeoplewhomadehimselfagreat persuader,thereforealeaderbydintoffirm,resolve,patienteffortanddoggedperseverance. His qualities include honesty, fairness, sincerity, truthfulness and straight forwardness. Sound moralprinciplesandethicswerealwayspartofhisdealings.healwaystreatedpeopletheway hewouldwanttobetreatedthewayheknewotherswantedtobetreated. Hewascourageous.thelistcontinues. Page48

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The qualities like aggressiveness, reasoning, analytical ability and individualism, which attributed to American culture, are singularly absent in the profile of Abraham Lincoln. These saintlyvirtuescanbenothingbutthedominanceofSattwaGunasinthepersonalityofLincoln. Lincolnneverstayedintheivorytowers.Healwaysfollowedanopendoorpolicy.Hemanaged bywanderingandwasalwaysvisible.Hisleadershipstylewaspaternal.Henurturedandguided hissubordinatesmuchasparentsdotheirchildren.Tohimorganisationwaslikeafamilyand theleaderwastheheadofthefamily. Lifeisalwaysnotgoingtobefair.Thisopensawindowtothemindsetthatwasworkinginhim. Taking the profile first, Iacocca had a number do qualities important amongst them my be power of communication, positive thinking, hard work, strong belief in god, dignity of labour, materialistic outlook , courtesy , speed the press called him tough , demanding and lacking in compassion.Mostofthesequalitiesofthehead,whichatypicalwesternmangerinalllikehood is supposed to possess. Some of the qualities may at the first look appear to be queer in the present setting. It may be due to his being a son of immigrants parents or his upbringing in a happyfamilyorhisownhappy. LeadingbyexamplewasthestyleofIacoccaleadership.Hebelievedintheequalityofsacrifice from the trade unions. In this area of decisionmaking, he consulted others but took his own decisions.Prioritisationwasthemethodofhisworking. Therehasbeenahistoricalsplitbetweenbodyandspiritsincethesixteenthcenturyinthewest. Intellectcenteredspiritsciencehasheldthestageandvalues/emotionscenteredspirithas beenpushedback.Europehasperhapslosttouchwiththeinnerworld.Theverywordspiritis messy , dirty so it needs to be pushed back. Only those managers who had an exposure to managementbyhumanvalues:Indianinsightstalkedaboutvalues,emotionsandethicsetc.

Conclusion WestismainlyonthepracticeandprocessofleadershipwhereasintheEastthefocushasalwaysbeen asthequalitiesandcompetenceoftheleader,

LEARNING
IMPORTANCEOFLERNINGINORGANIZATIONS Learningisdefinedasaprocesswherealivingbeingexperiencescertainrelationshipsbetween events and is able to recognize an association between events and as a consequence the subjectsbehaviourchangesbecauseoftheexperience.Moresimply,learningistheprocessof recognizinghowalivingbeingsactionchangesitsenvironment,otherbeingsactionsetc. Page49

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Alllivingthingscanlearn.Therearetwobasicstagesoflearningnamely: Acquisition Maintenance. Whenanindividualisfirstlearningsomething,thisiscalledtheacquisitionstage.Thisstageof learningisusuallygradual.Oncearmedwithnewinformation,anindividualwillactonthenew informationwhenitisappropriate.Thisisknownasthemaintenancestage.Learningbeginsto plateauduringthemaintenancestage. Learning is the most powerful, engaging, rewarding and enjoyable aspect of our personal and collectiveexperience. Theabilitytolearnaboutlearningandbecome mastersofthelearning processisthecriticalissueforthenextcentury. Too often our understanding of learning has been restricted by concepts of training of school/university experiences, or of a sense of inadequacy in meeting others expectations of what we should know. Learning is often seen as education and training and as unrelated to dailylifeandwork.Itissometimesusedasawayofunfairlydiscriminatingbetweenindividuals throughsystemsofaccreditationwhichareoftenfelttobeunrelatedtorealneeds. Thebiggestmissedopportunityforpolicymakersandleadersinorganizationsisthefailureto capitalize on the collective learning ability of people. Organizational leaders need to harness relevant knowledge and experience so that the organization as a whole and the people who compriseitcanlearnmoreeffectively.Thesameprincipleappliesatcommunitynationaland international levels. Every person, team and organization both survives and progress through theabilitytointernalizeandactuponthisfundamentaltruth. Themainobjectivesoflearningareasfollows: The primary objective of learning is to gain knowledge the knowledge of organizations, its policy,itsobjective,environment,mission,peopleandsoon. Secondly, learning helps to develop skills. One of the most commonly applied methods is traininganddevelopmentprogramme.Organizationshaverealizedtheimportanceofinhouse and outside training both at entry level and at different levels of employees career growth. Appliedknowledgeispower.Skillfacilitatesapplicationofknowledge. The longterm objective of learning is to create desirable changes in the organization. The entireobjectiveoforganizationallearningistocreatenecessarychange. Thenatureoflearning Learninghasanumberofkeyfacets: Learning is complex and various covering all softs of things such as knowledge, skills, insights, beliefs,values,attitudesandhabits. Learningisindividualandcanalsobecollectivelygeneratedingroupsandorganizations. Learningcanbetriggeredbyanyexperiencefailures,successesandanythinginbetween. Learningisbothaprocessandanoutcome. Learningmaybeincremental,addingcumulativelytowhathaspreviouslybeenlearned,oritan betransformational. Learningcanbeconsciousorunconscious. Learningcanbebothplannedandunplanned. CompiledbyMANAGEMENTPARADISETEAM. Page50

Learningoutcomesmaybedesirableaswellasundesirable. Therecanbenolearningwithoutchange. Learningcanbeboththecauseofchangeandtheconsequenceofchange. Learninghasmoraldimension. Learning and choice links the past to the present and crates possibilities taking us from the knowntotheunknown. Learning for the future can give us options for sustainable development, clarity of vision, and thevaluesandthebehavioursneededtoachieveourpurpose.

Thereisnoonerightwaytolearnsinceamatchisneededbetweendiverseopportunitiesand learningstylepreferences. Whereas the learning process is essentially internal, making it explicit and sharing it with others adds valuetothelearning.Theeffectivenessofhowpeplelearncanbeimproved. Therearedifferenttypesoflearning,namely: Perceptuallearning:Itistheabilitytolearntorecognizestimulithathavebeenseenbefore.Its primaryfunctionistoidentifyandcategorizeobjectsandsituations.Itsincludeschangeswithin thesensorysystemsofthebrain. Stimulusresponselearning:Itistheabilitytolearntoperformaparticularbehaviourwhena certainstimulusispresent.Italsoinvolvestheestablishmentofconnectionsbetweensensory systemsandmotorsystems.Itconsistsoftwotypes,namely: o Classicalconditioning: Classical conditioning is one way of learning. It is the ability to associate between two stimuli. The terms of Uncoditioned Stimulus, Unconditioned Response. Conditioned Stimulus, Conditioned Response et. Re very commonly heard here. In an organization setting,.Wecanseeclassicalcommonlyheardhere.Inanorganizationsettingwecansee classical conditioning operating Eg. At one manufacturing plant, every time the top executivesfromtheheadofficewouldmakeavisit,theplantmanagementwouldcleanup the administrative offices and wash the windows. This went on for four years. Eventually employeeswouldturnontheirbestbehaviourandlookprimandproperwhenthewindows werecleanedeveninthoseoccasionswhenthecleaningwasnotpairedwiththevisitfrom thetopmanagement.Peoplehadlearnttoassociatethecleaningofthewindowswiththe visit from the head office. From the above cited example, it can be made out that the response given by the worker is a natural one, also called as a reflex. This reflex is dependentuponastimulusoravisitmadebythetopexecutive. o Instrumentalconditioning: Amorecomplex formoflearningisthatofoperant/instrumentalconditioning.Itstresses thatbehaviourisafunctionofitsconsequences.Behaviourislikelytoberepealedwhenthe consequencesarefavourableandviceversa.E.g.thebossassureshissubordinatesthathe wouldbesuitablycompensatedinthenextperformanceappraisal,providedtheemployee works over time. However, when the evaluation time comes, the boss does not fulfill his assurancetohissubordinates,thoughthelatterdidattendtoovertimework.Nexttimethe CompiledbyMANAGEMENTPARADISETEAM. Page51

subordinatecoollydeclinestoworkovertimewhenthebossrequests.Thebehaviourofthe employeeis explainedby operantconditioning.Thus,itcanberightlysaidastheabilityto associatebetweenaresponseandastimulus.Itallowsanorganismtoadjustitsbehaviour according to the consequences of the behaviour. It includes reinforcement and punishment,whoisthepositiveandnegativeresponsetostimulusrespectively. Motorlearning Itistheestablishmentofchangeswithinthemotorsystem. Relationallearning Itinvolveslearningabouttherelationsamongmanystimuli. Spatiallearning Itinvolveslearningabouttherelationsamongmanystimuli. Episodiclearning Itinvolvesrememberingsequencesofeventsthatwewitness. Observationallearning Itincludeslearningbywatchingandimitationofotherpeople. Cognitivelearning Itassumesthattheorganismlearnsthemeaningofvariousobjectsandevents,andthatlerned responsesdependuponthemeaningassignedtothestimuli. Sociallearning It stresses upon the ability of an individual to learn by observing models (parents, teachers, peers, motion picture, bosses and others), they learn by observing their behaviour and consequenceoftheiractions. Thusthesearethedifferentwaysoflearningasseenindifferentorganizationsandamansdaytoday life. WHATAREDIFFERENTMECHANISMSOFLEARNING? Learningisdefinedasaprocesswherealivingbeingexperiencescertainrelationshipsbetween events and is able to recognize an association between events and as a consequence the subjectsbehaviourchangesbecauseoftheexperience.Moresimply,learningistheprocessof recognizinghowlivingbeingsactionchangesitsenvironment,otherbeingsactionsetc. Learningisacontinuousprocess,fromprebirthtthenextbirth.Itistheoutflowofexperience, values, morals, ethics etc. Thus learning is associated with accumulation of information, knowledgeanditsapplicationregulatinginwisdom.TheIndiantraditionbelievesthatonlythe teacher can help a student to learn. The student is not expected to accept what the teacher conveys, but is expected to apply his mind and validate the lessons before accepting them. Conformityisnotexpected.Thusthemechanismoflearningistotallydifferentfromourcurrent practicesoflearning. Thedifferentmechanismsoflearningareasfollows: Onelearns through experience. Experienceisknownto be thebestteacherasit hasthereal touchinit,oneexperiencesthetrialsandtribulationsoflifeandthenlearnstoresolvewithit.It isassimpleasthiswithoutgettingintothewater,onecannotlearnswimming.

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Onecanlearnthroughassociation,assimilation,exploration,andsolutionofcorrectresponse. Basedonthisformshabitswhichultimatelyboilsdownalongwithourvaluestoformcharacter. Onesfamily,friendsarealsoamajorsourcefromwhichonecanlearn.Theyaretheoneswho havegivenusvalues,culture,taughtusprinciplesandhencetheirteachingsformanimportant sourceoflearning. Institutions like school, college etc. which inculcate values in young children also forms an importantsourceoflearning.TheteacherorguruisgiventhenextplaceofGodasheinstillsthe seedsofvirtuesintheyouthattheirmaturingstage. Atma manthan (Introspection) is also a source of learning because it gives a chance to an individual to search within himself what are his core competencies, values, what are his strengths,selfrealization makesa manrealizehisinnerconsciousnessandhelpstodealwith emotionsandacceptthepositiveaspectsoflife.Learningisbasedonselfacceptabilityanditis throughintrospectiononeknowswhattoacceptandwhatnottoaccept. ManaVrat(silence)itisasearchwithinoneself,which,helpstorealizeselfexcellencewhich leadstoselfpurification. Dhyana (meditation) opens access to unlimited knowledge within. The source of personal learningcomesfromwithinandmeditationprovidesamediumtoit. Oursocialinstitutionslikechurches,templesetc.,whichprovidethesourceofspirituallearning actsasguidestoduty. Thus,thesearethemechanismsoflearning. GURUKUL Gurureferstotheteacherorthemaster.Kulreferstohisdomain.Italsomeanstheone who can carry on the new generation Gurukul is an ancient Indian concept of education whereintheparticipantimbibedknowledgebyresidingwithhisteacherasapartofhisfamily. IndianhasbeenknownastheLandofGurusandGurukuls.TheGuruwasmorethanmerelya teacher.Hewasafather,aguideandarolemodelforallthestudents. The students of the Gurukul lived a life of tutelage and obedience. They would leave their homesandtheirlovedonesandcomeandliveattheGurukulforyearstolearnthelessonsof lifefromtheirguru. Life at the Gurukul was tough but at the end of their training, the students emerged as responsibleindividualsthatwerewelllearnedandcapableoffacingthetoughestchallengeof life. THEGURU Guru means the one who can play the role of friend, Philosopher and Guide. Guru, who brighten up the five rooms of our life those are: social, economical, mental, political and religious.LikethesamewaywecanexplainmudmadebyGOD,butwaterjugmadebypotter, samewayourphysicalbodymakerareourbiologicalparents,likeGODbutourlifemakersare ourGURUSwhogiveusparticularturn,shapetoourlife,justlikeapotter. GURKULSYSTEMOFEDUCATIONINDIA CompiledbyMANAGEMENTPARADISETEAM. Page53

Education in India has always been regarded as one of the basic inputs in human resource development.Intheancientdays,theGurukulsystemofeducationwasprevalent.Theteacher wastheGuruandthedisciplewastheSisya.ThediscipleslivedintheGurusaashramduring the course of their training and in turn offered their services to the ashram. This period of learningof,about12years,wasconsideredasagreatsacrificeorapenance.TheGuruidentified thecapabilityofhisSishyaandaccordinglyimpartedknowledge.Thesishyaslearntamidstthe naturalsurroundingsoftheashram,inopenair,inclosecontactwithnature. At the end of their training, the disciples thanked their Gurus with a gift in the form of a gurudakshinawhichliterallymeansofferingtotheGuru. ExamplesofrecentGurukuls Shantiniketn Kalakshetra Nalanda GURUSISYAEXAMPLESFROMOUREPICSANDMYTHOLOGY To illustrate by examples from Mahabharata, the contrast in the learning processes through whichEklavya,ArjunaandAbhimanyuacquiredtheirknowledgebringsouttheessentialsofthe relationship. Eklavya acquired his knowledge through an impersonal guru, while Arjuna under thelovingcareandaffectionofhisguru,andAbhimanyuthroughamediumhismother.Inthe lastcase,thefailureofthemediumrenderedthelearningprocessincomplete. The gurus exhalted position and the necessity of his continued supervision in rendering guidancethroughthelearningprocessbestbroughtoutbyexamples.EveninRamayana,King Dasrath reluctantly entrusts Ram and Lakshman to the care of sage Vishwamitra so that they couldlearnfromthesage. The gurus position in indispensable and going by Avadhoots example, a guru can both be impersonalandinanimate.Itistheguruwhoanystudyofthegurushishyaparamparawould be incomplete without allusion to the Bhagavadgita. Three references to the Gita which highlighttheheistvaluesofthegurushishyaparmparaare: Theexaltedpositionoftheguruinthepramparaisbestbroughtoutby: GuruBrahma,GuruVishnu,GurDevoMaheswara GuruSakshatParaBrahma,ThasmayeShriGuruveNamaha ADVANTAGESOFGURUKULSYSTEMOFLEARNING Intheoldendays: As it was the only system of learning known in India at the time, most of the shishyas gained theireducationthroughthismedium. Itwastheonlyformofeducationknownthen. Theshishyasreceivedknowledgeinallsubjects. Theygotapracticalandindepthlookintolife. Childrenfromallclassesofsocietylivedunderthegurukulroofasbrothers. Alongwithpracticalknowledgetheyalsoreceivedknowledgeonvariousaspectsoflife. Theyaretaughtimpeccablemannersandvaluesthatlifeisbasedon. CompiledbyMANAGEMENTPARADISETEAM. Page54

Theyweremainlytaughtrespectforelders,mother,fatherandmainlyteacher. Thechildrenweretaughttolivewithmeagermaterialthingsandnofancy,pretentiousobject. Thegurukulwasacomprehensivelearningcenter. Theywerealsotaughtskillslikesinging,dancing,arching,fightingetc. Theyweretaughtinopenairi.e.mainlyinjungles,fieldsorintheshadebelowaspreadingtree. They were learning in a nonpolluted atmosphere as a result of which the children remained freshandgraspedeverythingmoreeasily. Atpresent: Though not many gurukul are seen in present, a need is felt to have this amazing system of learningintodayscorruptworld. Thechildrentodayarelosingtouchofourvaluesandculture,whichcanbeimbibedatanearly ageandcanbedonethroughgurukuls. Manyskillscanbetaughttotheshishyasinthegurukulslikearching,classicalmusicetc. Thechildrencanlearninapollutionfreeenvironment. Thechildrencanbegivenamorepracticalandrealisticapproachtoliferatherthanjustbookish knowledge. Thechildrenoftodaywhoarestarvedforrolemodelsmayfindoneinformoftheirgurus. DISADVANTAGESOFTHEGURUKULSYSTEM: Intheoldendays: Thechildrenhadtostayawayfromhomeforlongperiodsoftime,i.e.formorethan12years. Hencewhenthechildrenreturnedthefeltlostintherealworld. Theywerekeptawayfromtheirparentsandfamily. Theyledashelteredlifeatthegurukul. Theydidnotfacetheharshrealitiesofeverydaylifeatthegurukul. Theyhadtoblindlyfollowtheguruinallaspectswhetherhewasrightorwrong. Atpresent: Itsanoutdatedsystemoflearningthatiswaytoobehindfortodaysjetage. Thechildrenoftodaywouldhaverespectneitherforthegurunorforthegurukul. Theskillstaughtinthegurukulwouldnotarmthechildrenoftodayforthepresentlife. Peoplewouldscoffattheideologiesandteachingthatareofferedthegurukulsofyesteryears. MODERNDAYGURUANDGURUKUL An ideal modern day Gurukul is an environment free of caste restrictions, conventional examinations and textbooks, fostering discipline and selfreliance. It offers an atmosphere of serenity and intellectual growth in which a students questioning nature is never satisfied. A respectfornatureandtheenvironment,patriotism,andthevalueofsimplelivingarejustsome ofthevaluesinstilled. There are many advantages and disadvantages of Gurukul system of education. However theresBengaliproverb,gancainoale vas,maskorbetanstas_;Whenthe bambooisgreen, youcanbendit,butwhenitisyellow,dried,itwillcrack.Soeducationbeginsfromthevery CompiledbyMANAGEMENTPARADISETEAM. Page55

chil;dhood.ThereforeaGurukulisrequired.ItdoesntrequirehowmuchhehaslearnedABCD andgrammar.Gurukulsystemwillfirstemphasizeoncharacter. OnlybythegraceoftheGurucanthediscipleattaintheFinalLiberation. 1. AncientEducationSysteminIndia THESYSTEM: Intheancientdays,theGurukulsystemof education was prevalent. The teacher was the Guru and the disciple was the Sishya. The disciples lived in the Gurus aashram during the course of their training and in turn offered their services to the ashram. This period of learning of about 12 years, was considered as a great sacrifice or a penance.TheGuruidentifiedthecapability of this Sishya and accordingly imparted knowledge. The sishyas learnt amidst the naturalsurroundingsoftheashraminopen air,inclosecontactwithnature. Thepresentsystemofeducationisformulated by the government appointed educationists committee and the education ministers, the students attend school or college and stay at hometherestofthetimethereisnothinglike asacrificeforeducationhenceattimesitisnot taken in all its seriousness, though there are some boarding schools still prevalent. According t the grade that they are in as per theiragetheyaretaughtthefixedcurriculumit is not imparted as per his caliber instead he is supposed to have the caliber as per his age t graspthefixedcurriculum.Alsotheyretaught in classrooms and only sometimes taken into natureforpicnicsortours. Todayallgotoschoolsopenforcommonpublic there are no more many existent kings. Leaving out a few exceptional schools and families. Today its pay for education. Fees are collectedbyinstitutionsorschoolsorcolleges out of which salaries are paid to the teachers. The holiness of the whole meaning of gurudakshinaisgone. Today for each grade there is a fixed syllabus. Mostly concerning on material studies and encompassing mathematics, medicine, geography, history, economics, arts and crafts and languages and literature which is all introduced to the student in school and then leftontothestudenttodecidehisownlineof Page56 Presentsystemofeducation

2.

The Kings sent their Princes to Gurus for training. At the end of their training, the disciplesthankedtheirGuruswithagiftin the form of gurudakshina which literally meansofferingtotheGuru.

3.

SYLLABUS There was no fixed syllabus. The main purpose of this learning was to preserve the Vedas and guard them from non Brahmins. Besides religious texts, students in the ancient universities learnt about Ayurveda (Medicine), Ganita (Mathematics), Arthashatra (Political

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 Science), Jyotisha (Astrology, Vykarna interest and pursue it further. Further studies (Grammar), Shilpasana Vidya (Art and arebasedonhisgradesandaptitude. Crafts),andAdyatmaVidya(Philosophy). 4. The main objective of education are the Themainobjectiveistopreparethestudentot development of personality of an face the world in any circumstances and make individual, building his outlook / character hisliving. tohelphimpreparetofacethechallenges ofthelifeaheadofhim. Direct contact with teachers of noble yet simplecharactercreatefruitfulimpressions upon the students mind during his stay in thegurukul. Direct contact to teachers possible only for a few hours after class. Except for what the teacherteachesinclassthereisnoothertimes when a teacher can leave any other kind of impressiononthestudentsmind. In modern times much time is diverted in watching TV, parties and other such activities. Also actual learning happens by the students onlyinclassorwhenheactuallysitsdown,wit hisbookstoreachbeforehisexams.Ingurukul the student devotes all his time and energy to studiesandotherbeneficialactivities. Admissionsareopentoall.

5.

6.

The tranquil atmosphere in the gurukul certainly creates a beneficial affect on the minds of the young students. Also ancient traditions and culture can be well preserved by imparting such education in thegurukuls.

7.

ADMISSIONS: Gurukulwasneveropentothemajorityof masses. About 85 to 90 percent of population was outside the pale of Gurukuls. Only the 15 percent population wasbeingcateredbyGurukuls.

Theysometimeshappenbasedoncertainscore insomeentranceexamsoronpreviouslypassed examination grades, personal aptitude of student and family backgrounds judged Only the boys were admitted and not the throughinterviews. girls.Therewerenocriteriaforadmission Thoughtherestillexistsonlygirlsandonlyboys apart from the caste and whims and schools. fancies of the teacher. Examples of denial of admission to very meritorious candidatesonthebasisofcasteareseen.

8.

TEACHERS

Propagations of Gurukul system seem to Selectionoftheteachersineachofthepresent beverysurethatteachersselectedwereof education institutes is done based on their high caliber in knowledge and character. qualifications and no caste discrimination is Page57

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 Each and every person by virtue of being involved. Only in certain institutions teachers born as a Brahmin had a inherent right to reside in the campus or else only the principal be a teacher. Hew could open an ashram livesoncampusallothersliveoutside. and take pupils as and when he likes. And he could give certificate of completion of studiesasandwhenhechooses. He was not bound by any law of land nor anyconversionofteachersbody. Most of the gurukuls were single teacher residential ones free from any royal or academiccontrol. ROLEOFGURUSHISHYAPARAMPARAINMODERNINDIANBUSINESSES

TraditionallyandconventionallyIndianBusinesseshaveoperatedlikeafamily.Inatypicalfamily modelthereexistsapatriarchafatherfigureormatriarchamotherfigurewhoactsaguru (mentor)treatingallothersasshishyas(mentees). Thispositionisadoptedonthebasisoftraditionalstrengthinbusinessacquiredbythepatriarch asaresultofwhomhe/sheknowslifemorethanjusttheordinary.Intherecentpostliberalized India, businesses including family businesses were subjected Western influences of managementstylesandWesternManagementsuccessfactors.Thesewerepredominantlytask oriented.Tangiblesmatteredmorethanintangibles. ThehallmarkoftheGuruShishyarelationistheimplicitTrustwhichtheShishyahasonhisGuru, ATrustthatemergesfromthefaiththattheGuruknowswhatisbestformeinlinewithmy Personality.HewillleadmetoTransformation.HeisaformoftheCreatorwhohascomeinto lifetoredeemmefromtheentrapmentsofthematerialworld In a typical business, those employees who stick on in an organization over a period of time, understand the overall vision/mission of the organization, is spite of the inconsistencies. Such employees have a deeper meaningfulness towardstheir Roles and Goals.Theyare committed and seek more guidance and look up to someone who could act as a Mentor/Coach. Usually they get attracted to seniors with whom they have Valuecongruence and with whom they have established Comfort Zone. By default, they get a Mentor/Coach. The Mentor as a result, alsoactslikeaspiritualguideofsorts,guidingandprotectingtheMenteefromthevagariesof Corporatejungle. The commonality between the GuruShishya and MentorMentee relationship is that both are basedonmutualTrustandComfortZone.Thedifferencesarequiteafew.Whiletheformeris basedonarigorouspath,thelatterisarelativelyeasierpath.Moreovertheendpurposeofthe MentorMentee is restricted to Corporate Ethics/Goal achievement, while GuruShishya Page58

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relationship has a wider implication, goes beyond the Corporate requirements into Self transformationoftheIndividualwithnoselfishagendaonbehalfoftheGuru. AlthoughintraditionalIndian(familyrun)businesseswehadthepatriarchactingasaguideto allhisemployees,inmodernIndianbusinesswhichisprofessionalizing,wehaveacombination oftheoldmethodandthenewone. ROLEOFSRUTHIANDSMRITIINTHEINDIANLEARNINGPROCESS Hindu religious literature, the most ancient writings in the world, is of two types: primary scriptures (Sruti) and secondary scriptures (Smriti). The Sruti scriptures are of divine origin, whose truths were directly revealed to ancient rishis (sages) in their deep meditations. The Smriti scriptures are of human origin and were written to explain the Sruti writings and make them understandable and meaningful to the general population. Sruti scriptures include the four Vedas (Rig, Yajur, Sma and Atharva) and the Bhagavad Gt, and constitute the highest religiousauthorityinHindureligion.Smritiscripturesincludefivedistinctgroupsofwritings: Itihsas(HistoryorEpics) Purnas(Mythology) DharmaShstrasLawCodes gamas&TantrasSectarianScriptures. DarshanasManualsofPhilosophy TraditionalIndianlearningprocesshasemergedformthetwinpracticesofShrutiandSmriti,i.e. ListeningandContemplation,theverybasicsofeffectivecommunication.Thevariousscriptures havecomedowntomodernthroughtheprocessofthesetwomethods.Thevariouscomplex Truths of the world have been passed down form mouthtoear in an encrypted form Shlokas.Thesehaveabasicmeaningandseverallevelsofdeepermeanings. Insteadofwritingthem,theyweretoldverbally. When we listen we have both subjective aspect and objective aspect to the listening, (while whenwereadawrittenmatter,thesubjectiveaspectismostpredominant).Soeachindividual starts interpreting both subjectively and objectively in his own unique manner. There are discussionsanddebatesandpointofviewswhichresultingoingdeeperlevelsofunderstanding thehiddensecretsthroughSmritithatiscontemplation. Everyone thus goes through the alternating cycle of Shruti and Smriti continuously like a communicationloop. Itensuresthatthelearneridentifiesthesubjectivityofhisunderstandingandseparatesitform theobjectivityofhisunderstanding,therebytheissuefromthepersonality

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IncorporateworldtodaythereisanemphasisonCommunication,especiallyeffectivelistening. Many senior managers in spite of being successful seem to be poor listeners. Many a time, CorporateCommunicationhasdifferentinterpretationswithvariousmanagers.Thecultivation ofShruti&Smritimethodsisveryusefulinthesecontexts.InfactCorporateTrainingisincluding suchmodulesinvolving,reading,listeningandcontemplationCases,moretodevelopsoftskills thananalyticalskills.

MOTIVATIONANDPRODUCTION
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There is a general tendency to believe that motivatin is a personal trait of every individual. Somepeoplehaveitandtheothersdont.Inpractice,somearelabeledtobelazybecausethey do not display on outward sign of motivation. However, individuals differ in their basic motivationaldrives.Italsodependsupontheirareasofinterest.Theconceptofmotivationis situationalanditslevelvariesbetweendifferentindividuals,atdifferenttimes. Productivityisdefinedastheoutput/inputforanorganization.Basically,itmeansthelevelof outputyouareabletogenerategiveninputsandyourconstraints.

DEFININGMOTIVATIONINMANAGEMENT Motivationistoinspirepeopletowork,individuallyoringroupssuchastoproducethebestof results. It is the will to act by exerting high level of efforts towards achieving organizational goals, conditioned by smart and efficient working and the ability to satisfy some individual needs. Motivationis,gettingsomebodytodosomethingbecausetheywanttodoit.Itisonceassumed that motivation had to be injected from outside, but it is now understood that everyone is motivatedbyseveraldifferingforces. Motivation is a general term applied to the entire class of drives, desires, needs, wishes and similarforces.Tosaythatmanagersmotivatetheirsubordinatesistosaythattheyactinsucha manner so as to satisfy drives and desires and induce the subordinates to act in a desired manner. To motivate others, is the most important of management tasks. It comprises the abilities to communicate,tosetanexample,tochallenge,toencourage,toobtainfeedback,toinvolve,to delegate,todevelopandtraintoinform,tobrieftoprovideajustreward. LINKBETWEENMOTIVATION&PRODUCTIVITY There exists a direct link between motivation and productivity. If we look at the meaning of Motivation and Productivity, it is evident that motivation is a means to achieve higher productivity.Motivatedemployeesautomaticallyaremoreproductive.Theyaremoresatisfied withtheirjobandgrowalongwiththeorganization. WESTERNPHILOSOPHYONMOTIVATION WilliamG.Scottdefinesmotivationasaprocessofstimulatingpeopletoactiontoaccomplish desired goals. Motivating refers to the way in which urges, drives, desires, aspirations and strivingforgoalsneedsdirectcontrolofbehaviorofhumanbeingsaccordingtoD.E.McFarland. Thustomotivateistoinducepeopletoactinadesiredmanner. Inwesternphilosophy,therefore,thereismorestressonexternalmotivation. INDIAN(VEDANTIC)APPROACHTOMOTIVATION InIndianphilosophy,motivationisnotsomethingexternal.Itisratherinternal.Infact,Bhagwad Gita is a story of motivation. Arjuna was motivated from the very beginning but he lost his motivationduetosomeobstacles,hurdlesandconfusioninhismind.Allthatwasrequiredwas to remove these obstacles only. Thus, removing obstacles during the performance of a job is motivationinIndianphilosophy. CompiledbyMANAGEMENTPARADISETEAM. Page61

Similarly,everysoulisdivine,havingimmensepotentialities.Managementhasonlytobringout that potentiality by removing the obstacles and hurdles which restrict him to perform. Such motivationinvolvestheinnerbeautyanddoesnotpromoteanygreedinanindividualtohave more and more in return of his work As work itself is viewed in a unique way in Indian Philosophy. LordKrishnamotivatedArjunasuccessfullybythistechnique.InthebeginningArjunasaysIwill notfightandattheendhesaysIwilldowhatyousay.Arjunawasnotofferedanypositionetc. forthisbutalltheobstacleshavebeenremoved.Motivatedhewasfromthebeginningheonly requiredsomeofhisdoubtscleared.

TheGitashowsthefiveclearstagesofmotivation 1. PatientListeningWhenLordKrishnadidnotinterruptArjunaandgavepatientlisteningwhen Arjunaputforthhisproblems. 2. PuttingStressongoodpoints/strengthwhileremovingArjunasdoubts. 3. DiscussingonintellectuallevelShowingtheessenceofKarma/Duty. 4. Showingtheactionplantoachievethegoal. 5. Discussingtheconsequencesofproposedactualplan. Apartfromthestepsdiscussesabove,Indianethoshighlightstwoveryimportantfactorsinmotivation: 1. The importance of being an acharya In Sanskrit a teacher is called acahrya i.e. he who teachesothersbypracticingtheidealshimself.In Indiacommonmenexpecttheleadertobe uncommon, a better person than themselves. So a leader or a manager can motivate people moreifhehimselflivesuptotheidealshespeaksof. 2. The concept of divinity of man that is, how the motivator should look at himself and at others.Thesignificanceis:everyonehasgotbothgoodandweaksides,butharpingonones weakpointwillnotsolvetheproblem.Rather,highlighthisstrongorgoodaspects;itwillhelp him in the right direction. Stressing on this aspect you can boost him and this can make him more productive which in turn will help the organization and the society. A human being has unlimitedpotentialforpersonalgrowthbecauseheorsheispotentiallydivine. ThusBhagwadGitateacheshowtomotivatetheindividualfromwithin. MASLOWSTHEORYOFMOTIVATION&THECOMPARATIVEINDIANNEEDSHIERARCHY Oneofthemostwidelymentionedtheoriesofmotivationisthehierarchyofneedstheoryputforthby psychologistAbrahamMaslow.Maslowsawhumanneedsintheformofahierarchy,ascendingfrom thelowesttothehighest,andheconcludedthatwhenonesetofneedsissatisfied,thesekindsofneeds casestomotivate. Asperhistheoryneedsare: 1) Physiological needs These are important needs for sustaining human life. Food, water, warmth,shelter,sleep, medicineand educationarethebasicphysiologicalneedswhichfallin the primary list of need satisfaction. Maslow was an opinion that until these needs were satisfiedtoadegreetomaintainlife,noothermotivatingfactorscanwork. CompiledbyMANAGEMENTPARADISETEAM. Page62

 2)

SecurityorSafetyneedsThesearetheneedstobefreefromthephysicaldangerssuchasthe fearflosingajob,property,foodorshelter.Italsoincludesprotectionagainstanyemotional harm.

SocialneedsSincepeoplearesocialbeings,theylongforsocietalacceptation.Peopletryto satisfytheirneedsforaffection,acceptanceandfriendship. 4) EsteemneedsAccordingtoMaslow,onepeoplebegintosatisfytheirsocialneeds,theywant to be held in esteem both by themselves and by others. This kind of need produces such satisfaction as power, prestige, status and self confidence. It includes both internal esteem factors like selfrespect, autonomy, achievements, and external esteem factors such as status, recognitionandattention. 5) NeedforselfactualizationMaslowregardsthisasthehighestneedinhishierarchy.Itisthe drivetobecomewhatoneiscapableofbecoming;itincludesgrowth,achievingonespotential andselffulfillment.Itistomaximizeonespotentialandtoaccomplishsomething. Aseachoftheseneedsaresubstantiallysatisfied,thenextneedbecomesdominant.Fromthe standpoint of motivation the theory would say that although no need is ever fully gratified, a substantiallysatisfiedneednolongermotivates.Soifyouwanttomotivatesomeone,youneed tounderstandwhatlevelofthehierarchythatpersonisonandfocusonsatisfyingthoseneeds orneedsabovethatlevel. Maslows need theory has received wide wide recognition, particularly among practicing managers. This can be attributed to the theorys intuitive logic and ease of understanding. However,researchdoesnotvalidatethesetheories. Maslow provided no empirical evidence and other several studies that sought to validate the theoryfoundnosupportforit. Maslowsmotivationframeworkemphasizesthreebasicpremises: 1) Manalwayswantsandhewantsmore. 2) Asatisfiedneedcanneverbeamotivatorofhumanbehavior.Onlyneedsnotyetsatisfiedcan influencehisbehavior. 3) Mans needs are arranged in a hierarchy of importance i.e. in a series of preference. Once a lowerlevelneedissatisfied,anotherhigherlevelneedemergesanddemandssatisfaction. INDIAN(VEDANTIC)PERSPECTIVEONNEEDSHIERARCHY AccordingtoVedantaPhilosophy,needsfallinto3categories: Desire/NeedforExistence(SAT) This desire / need includes physiological, safety and security needs given by Maslow. Vedanta describes this need in its unique way. There is very strong desire in man to perpetuate his existence. This is a Natural Desire. Lif is dearest to everybody. Man has a long agenda to be accomplished.Allthemeansofsecuritygoodjob,goodsalary,safetythathesurroundshimself withshelter,comforts,etc.areallwithaviewtocontinuelifeasmuchaspossible. But at the same time everybody knows that he or she will die one day. There is a feeling in everyoneofusthatifthebodydoesnotremain,letmynameremain.Thisdesirerepresentsthe loveforlifeorimmortalityorexistenceinIndianPhilosophy.Themanworksforsatisfyingthis desire. CompiledbyMANAGEMENTPARADISETEAM. Page63

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Hencemanagementisrequiredtoprovideforallthebasicnecessitiesoflife,safetyandsecurity whicharedescribedasexistenceneed/desireinVedantaphilosophytomotivetheemployees fordesiredaction. DesireforKnowledge(CHIT) We do want to know about everything that is happening in the world. Nobody can stand ignorance. This love for knowledge in all of us is also Natural Desire. Thus after existence, knowledge is another thing that a man is seeking. The manner in which a man pursues knowledgediffersfrompersontopersonbutthedesireisverystrongineverybody.Hencethe employees want to know about all the things that affect them, their jobs, their working conditions,etc.Theywouldalsoliketoknowaboutthenewthingshappeningintheirareasof activities.Forthismanagementshouldprovideallthenecessaryinformationaboutnotonlyits ownorganization,itsplans,policies,programsetc.totheemployeesandkeeptheminformed about the happenings in the firm but also give them opportunities to develop themselves to expandtheirknowledgeintheirrespectiveareas.Thusitcanproveaverypowerfulmeansfor motivation. Eg.AtVikramIspat,theSteelManufacturingAssociations(SMA)Publicationsaredistributedto employees on a regular basis to provide a holistic view of Industry happenings. At Tata Steel, Management has gone a step further and besides SMA Journals, they also have an inhouse publicationtoinformemployeesaboutthelatestdevelopmentswithintheorganization.These journals give employees a greater understanding of their environment and make them more secureandawareoftheirroleintheorganization. Ayoungboy,Nachiketa,isgiven3boonsbyYama(theLordofDeath)whenitistimeforhimto die.Forthe3rdboon,heasksforknowledgeoftheselfinthefaceofdeath.Yamatriestoentice him away from this demand by offering him every material boon, such as sons, grandsons, elephants,gold,land,beautifulwomen,andsoon. However, the youthfgul Nachiketa rejects them all, and firmly declares Navittena tarpaniyo manushyo,i.e.Wealthetc.canneversatisfyman.(Scene1:TheNachiketaYamDialogueof Kathopanishad) DesireforHappiness(ANANDA) Thethirdpursuitinlifeistogainhappiness.AccordingtoVedantaPhilosophy,mansbasicdesire istoattainhappinessandavoidunhappiness.Thedesireforhappinessisimpliedevenindesire forexistenceandknowledge.Bycontinuinghisexistencelongerandbygettingknowledge,the manwantstobehappy. Forgettinghappinesswhichistheultimateendofthesatisfactionofallneedsanddesires themandoes4kindsofefforts(Purusharthas)accordingtoVedanddaPhilosophy. Dharma Artha Kama Moksha Rectitude & Money & Desires & Liberation CompiledbyMANAGEMENTPARADISETEAM. Page64

 Righteousness Wealth Needs of the Spiritual Core

TheseculargoalsofArthaandKamaareintegratedintothemodelwithintheboundsofDharma or ethicomoral propriety and moskaha or liberation of the inner spiritcore. Positive and moderninterpretersofthissystemview,likeVivekanandasumupthemessagepithily:Everyact is a spiritual prayer, every step is a pilgrimage. To put it in another way, the key task of management in any secular aspect of life is to transform and elevate it into a sacred process. Otherwise,secularlifeissubjecttoentropicdegenerationundercoverofexteriorgloss.Simple Living,HighThinkingisexiledanditsplacedbyComplexLiving,LowThinking. Dharma(EffortstosatisfyArthaandKamageneratedwantsethically) DharmaisthefirstelementintheschemeofPurusharthas.Initsabstractconception,itmeans theunderlyingfundamentallowofonesbeing,thatwhichholdsathingtogether,makesitwhat it is, prevents it from breaking and changing into something else. The purpose of Dharma is stability of society, maintenance of social order and generl welfare of mankind. Dharma is Sadhya as well as Sadan, i.e. The means to achieve the remaining phases of Purusharthas (Artha, Kama and Moksha) and also it is an end in itself. This is a unique characteristic of Dharma. Artha(Effortsforgettingnecessitiesoflife) Thefirstthingamanwilltrytogetinhislifearefood,clothingandshelter.Thesearethebasic necessities of life for his existence. For getting them fulfilled, the man works and gets money throughwhichhecansatisfyhisbasicneeds.Apartfromthis,amanwantstoacquirevarious thingsthathedoesnotpossessandalsowantstoprotectthosethingsthathealreadypossess. Thesearethedesiresfeltatphysiologicallevel. Kama(Effortsformentalsatisfaction): Whenphysicalneedsaresatisfied,therearisestheneedofthemind,desireformentalpleasure, desire for satisfaction of mind. This is described as Kama in Indian Philosophy. It is basically delightincreativityandcreativityisrootedinhumannature. Moksha(Effortsforeternalhappiness): ThefourthandthelastofthePurusharthasisMoksha.ItistheParamPurushartha,i.e.itisnot mundane,itispurelyspiritualinnature.Itissuchastagewherethesoulisnolongersubjectto theeffectsofKarmaandisfreedfromthepossibilitiesofitstakingfurtherbodiesinfuturelives onaccountoftheconsequencesofsuchkarma.ItisdescribedinVedantaaslimitlesshappiness. No gain in the world can satisfy this requirement because every worldly gain is limited. This quest of mankind is placed at the highest level of needs. It requires the consideration in motivating personnel, because there must be some people in every organization whoa re thinkinginthisdirection. MaslowdescribeshisneedhierarchytheoryandgoesuptothelevelofSelfActualizationneed. ThoughMaslowalsoexplainedlateronTranscendenceofEgoSelf,Selfishness,EgoCentering, et.Whenwerespondtothedemandcharacterofexternaltask,causes,duties,responsibilities towardsothersandtheworldofreality,VedantaPhilosophygoesonestepaheadandstatesa Page65

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need for achieving limitless happiness. It further states that this is a natural desire as physiological needs are and every natural desire in this universe does have a solution. Eg. Hunger and thirst are natural desires, so food and water are provided by nature. Breathing is alsoanaturalrequirement,forwhichairhasbeenprovided. ThuswehaveseenthatPurusharthaisthesatisfactionofthewholeman.Itistheintegrated pursuitofvaluesinhumanlifetheethical(Dharma),economic(Artha),,Sensual(Kama)anthe spiritual(Moksha).ManshouldnotpracticeDharma,Kama&Arthaexclusivelybutallthethree must be used in harmonious way. First part of the day must be Dharma, second part for economicactivities(Artha)andthethirdpart(night)forKama.

LEADERSHIPSTYLES,HUMANTOUCHANDJOBSECURITYASMOTIVATORS Keepinginmindthedifferentsituationsandpeoplethatonehastomanageinthecorporateworld,the Vedasdescribedfourdifferentleadershipstylesasshownbelow. Sam,Daam,Dand,BhedPhilosophy LetusfirstunderstandwhatdothewordsSaamDaamDandBhedmean. Saam:thepolicyofgettingworkdonethroughbrotherhood. Daam:thepolicyofgettingworkdonethroughmoney. Dand:thepolicyofgettingworkdonethroughpunishment. Bhed:thepolicyofgettingworkdonethroughcreatingdifferences. InGita,LordKrishnatalksaboutthreetypesofpeople: TheTamasicsarethosewhodonthavevision,lessintellect,lesscapableanddontwanttotake responsibilities.Forthem,themanagementstrategyshouldbeDand(stick/strictorder)sothat theydeveloptherightattitude.E.g.BheemaintheMahabharatha. The Rajasics are those who want to take responsibilities at work and are more capable but looking for right returns. They are in the majority. They should be managed by Daam or attractions/incentives.Theyarethenotthemostresponsibletypesandthusjobsecurityneeds tobearound.Iftheyperformwellhumantouchshouldbedisplayed. As they become more mature, time comes when job insecurity levels can be decreased and managementshouldbebyassociatingtheminthedecisionmakingprocess.Tryingtoincentivise everything with this group of people can back fire, for, they are looking for recognition. Eg. NakulaandSahadeva. TheSatviskarehighlyintellectualandarevisionaries.ThesepeopleshouldbetreatedwithBed, i.e.,treatingdifferentlyfromothersbydelegatingpowers. They would be most productive with least job security and perhaps even without any extra displayofhumanconcern.Theyneedtobeleftaloneandtrustedcompletely.Managementby delegationworkswonderswiththem.E.g.ArjunaandYudhishtira. OurPSUsareknowntobefullofTamasandtomakethemefficientandhardworkingwillrequirethe approachofDand. CompiledbyMANAGEMENTPARADISETEAM. Page66

LordKrishnainthebestexampleofhowthesefourleadershipstrategiescanbeeffectivelyimplemented byonesinglepersonkeepinginmindthechangingcircumstances.Thatiswhyheisnotonlyknownas theorchestratorofMahabharatabutalsoGodofLove. Assaidinthelighternote,LordKrishnahadtwogreatqualitieswhichleadersingeneraldonthavehe knewhowtodanceandhowtomakeothersdance.

NATURALENVIRONMENT/HUMANSOCIETY
o ORGANIZATIONS, INSTITUTIONS AS WELL AS NATIONS ARE LIVING ENTITIES HAVING COLLECTIVECONSCIOUSHEARTANDMIND:ELUCIDATE. Management and organizations are now recognized as living entities. They have mind, heart and soul. They have their own distinct dharma. They are bound to nature ecological, human, ethical and moral values,. Which determine their public image. Dharma means right through, rightspeech,rightactionandrightbehaviour. Thecitizensandgovernmentallovertheworldaredemandingqualityenhancementofpeoples living environment. Management must maximize life quality but also the quality of work. All livingthingsarerelatedtooneanother.Theyarealsorelatedtotheirphysicalenvironmentor nature. Organizations, institutions as well as nations comprise of human beings, nature and environment and all these are interrelated to each other. If we harm one, the other two will have an impact. Holism means oneness. The unity or oneness demands social responsibility, socialawarenessandsocialresponsivenessofmanagementtosociety. Anenterprisemustinteractwithandliveinasaresponsibleenlightenedcitizeninthesociety. Inageoffastchangingandturbulentenvironmentproactivemanagementisdemandedtomeet challengesofchangeinthesociety,throughwisdom,leadership,andlearningorganization. Page67

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EachorganizationandmanagementisconsideredbyIndianethosasalivingentity,havingheart andsoulanddharma.Thetraitsofdharmaorintegrity.E.g.Courage,SelfDiscipline,Goodness, Righteousness and all other essential human and ethical values constitute the character (collectivecharacter)ofmanagementororganization,justastheyareofindividualcharacter. Allthehumanbeingsfollowtheirowndharma.Theyhavetheirheart,mindandsoulwiththeir ownopinions,values,ethosthatconstituteanorganization,instituteandsoonhencerepresent livingentity. Soul less company has no life. The spirit is the root or ultimate source of all values and character.Thesevaluesandcharacteraretheinvaluableassetsofthecredibilityandgoodwillof individuals,organizationandmanagement. Thedharmaofthechairmanorpresidentofacompanyisdifferentfromthedharmaofaclerkin the office. They are in different places in life. They have different roles, duties and responsibilities. Thecorporate/organizationcultureandcharactergoverntheirimage,credibilityandgoodwillin themarketandwehaveprofitability,harmonyandprosperity. HOW DID THE VIOLATION OF ETHICAL VALUES AND HUMAN RIGHTS LEAD TO ECOLOGICAL DEGRADATION? In todays world, if we talk about ethical values, we may say that to be ethical is not to harm anybody for our benefit and only earn through righteous means. But we hardly find all of us includingthebusinessfollowingthesevalues. Almostallofusareonthevergeofdisturbingandharmingenvironmentforourownbenefits and advancements. We are always ready to violate all the laws and human rights to make moneyforourownselves. Wehaveseenpeoplemakingbusinessoutofcuttingtreestoacquirewoodformakingfurniture andalsocuttingoftreestobuildhighwaysforbettermotorization.Nonethelessthesepeople forgetthatcuttingtreeswoulddefinitelybenefitthem,butwhatabouttheincreasingpollution itwouldcause.Thisiswheretheyforgetabouttheethicalvalues.Ifexploitationofoneperson byanotherpersonisnowconsideredunethical,wecannotjustifyexploitationofearthmerelyto satisfygreedandnotneed. Wedontthinkwhiledumpingthewastgarbageinthenearbyriverorlandinordertokeepour houseclean.Butwhataboutthehometowninwhichwelive.Thewateristhuscontaminated thuscausinghealthhazardstothousandsoflives. The government very well wanted to build a dam across Narmada River which would mean a destructionofforestsanddisplacementoflargenumberoftribals.Thisviolationofethicwould leadtoecologicaldegradationaswellwouldharmthehumanlife. Organizationsfindthemselvesoutofthecompetitioniftheyresorttoethicsandhencewould startdestroyingtheenvironmentandsavingthemselvesofthecorrespondingcosts.

The above example illustrates how the violation of human ethical values leads to environmental degradation.Nottoforgetthekillingofanimalsformakingleather,wool,forcoatsetcWhohasgiven ustherighttokillanotherlivingbeing.Isthisnottheviolationofhumanrights? CompiledbyMANAGEMENTPARADISETEAM. Page68

HOW DOES THE MODEL OF SELFSUFFICIENT VILLAGES BEAR RELEVANCE IN THE PRESENT ECOLOGICALLYDEGRADEDSCENARIO? Naturehasbeenagiftformankind.Rightfromthestartofcreationithasbeenagoodcompanionto manbutmanforhisownbenefitshavemadealterationsinitsmakeupintheformofbridges,damsetc. whichhasspoileditsbalance.TodaywefindMotherEarthsufferingandthatisbecauseofwehumans. Everythingwasmadeavailablebynaturetous. If we look at the Indian village, they were selfsufficient in all aspects. The farmer grew foodgrains,whichweremadeavailabletoallthepeopleinthevillage.Therewerepottersand other artisans who made pots and other things and exchanged them for foodgrins with the farmers.Themajorreasonbehindallthiswasnatureofthepeople.Theywerehappywithwhat theyhadandneverdemandedforanythingmore. OurIndianhistoryhadstatedthatevenKingslikeMaurya,Asokaetc.tookcareoftheirsubjects and fulfilled their needs. Socialism was of this kind them. But with the rise in desire we find factoriescomingin,damsbeingbuilt,nuclearweaponsproducedetc. Wefindpollutionbeingcreated,cuttingdownoftrees,increaseinpopulationthusstrainingthe availableresources,thusreducingournaturalresourcesandevenburdeningthecivicamenities. ThisshowsthatancientIndianselfsufficientmodelstillbearsalotofrelevancetodaybutthe factisthatwecanrevertback.Inthevillagemodel,peopleusedfuellikegobbergas,cowdung thatcauseslesspollutioncomparedtodieselandpetroltoday. Lastly,themodeoftransportwasbullockcartandnotcarliketodaywhichcausespollution.For making products people used indigenous technology handmade tools which did not cause pollutionoranywasteresiduecomparedtomachinesandnewertechnologywhichcausesalot of pollution today. Thus the villages model provides a lot of benefits compared to modern technology. DISCUSSTHECORELATIONBETWEENHUMANSOCIETYANDNATURE: The nature has given a lot of things to us but what has human given to nature in return? Pollution. Which only degrades the society. Any industrial activity however environmentally friendly it is, is bound to create pollution. In todays world, industry is competing with each otherinordertogivebestofitsproductsandthuscomesupwithnewideasandinnovations whichinturnpollutestheentirenature. Foreg.Cars,AirConditionersetc.theseareluxurieswhichonecandowithoutbutdoesntwant todoso. NatureisthegreatestteacherasRutherfordhassaidifyouhaveaseriousscientificproblem lookatthenature.Theanswerisavailable.Hence,oneshouldnotbetechnologicalslavesbut should try to get rid of this. Industries are like parasites which only degrade the society more andmoreandinreturnMotherEarthsuffersfromthis. Butnoindustrialistthinksofpumpinghisprofitbacktonatureinwayslikeplantingmoretrees, treating of waste pollutants that is discharged from their factories, conserving water by constructing an irrigation dam etc. we can see that industries are concentrated only in some CompiledbyMANAGEMENTPARADISETEAM. Page69

parts of our state and hence in order to keep the equilibrium, one should try to spread the industriesevenlyalloverthecountry. One shouldnt forget the river Ganga which is holy river of the Hindus has been polluted by humans only. Ganga, which has been polluted by the industries who discharge the wastes directlyintothewaterwithouttreatingit. Humansare thereasonfordeforestation,forcreatingbombsandnuclearweaponsandtryto degradetheenvironment.Wepollutetheenvironmentbyusingpolythenebagswhichcantbe recycled.Herewehavethealternativeofusingpaperbagswhichcanatleastberecycled. Henceitishightimethatweprotectourenvironment.Naturehasgiveneverythingtousbutwe are not satisfied by this and try to get more of everything. One should think of what we are giving to the next generation and thus should try to improve so that we dont feel ashamed whenourfuturegenerationsaskusthequestionwhodidallthistomyearth?

DEVELOPMENT OF INDIAN SOCIETY DRAWS ITS BASIS FROM THE NATURAL ENVIRONMENT. EXPLAIN: ThedominantcharacteristicofIndiantraditionisthatitisnonreligious,secularinoutlook,tolerantof diversity and differences, respectful of all living beings believing in the oneness pervading the entire universe.IfwlookattheIndianSocietyatawholewewouldobservetheHumanmankindisverymuch influenced by te nature and environment. A look at ancient past would show that how our ancient ancestorsusetosurviveonnaturefortheirlivelihood. Everysourceoffood,clothingandshelterusetocomefromenvironment.Nothingwassocalled artificial. As in the Indian human society we have to respect for our elders also in the environment we respect or worship many of the objects and elements that are to call to be divineinsomeortheotherway.Agoode.g.CanberiverGanga,whichisworshippedbythe wholenationandseenasaholysacredriver,whichisapartoftheenvironmentandnature. ThebeliefthatgoddessGanga,whowasverypure,awayfromallthesinsandimpurityanddirt issubmergedintheriverGangaandthatisthereasoneverydaythousandsofpeopletakebath inthatrivertowashawaytheirsins. Asintheoldendaystherewerenoartificialfoodsavailablemansurvivedonnaturalresources. Onesuchresourcewasmilkobtainedfromthecow.Cowwithoutaskinganythingcontinuedto feed human for years and also today it does that considering them as children. Similarly a mother also feeds her child till she becomes independent and strong enough to take care of itself.Cowwhoalsoactsasamothertomankindisworshippedasgoodbecauseitistheone who helped the mankind for its survival. We in the Indian society have always admired and prayedtonatureandconsidereditasaLivingentity. Naturehasalwaysgivenandnever takenanythingfromus.Indiansocietyalsobelievesin the same Karma yoga without expecting anything in return and working for well being of others. Forest that gives us flower, fruits, fragrance, and pure air would have to be destroyed if Narmada Dam would be built. Also many tribal would be displaced it is only the respect and affectionthatinspiresustofightagainstsuchdestructionofnature. The care for earth, for the well being of all living entities, physical environment mental and spiritual environment are aspects of each other i.e. interconnected under holism. If anyone is CompiledbyMANAGEMENTPARADISETEAM. Page70

harmed all others will have an impact, Indian society is built on the very values of Karma, Dharma,MokhsandAartha. VALUESANDIDEALSINOURCULTUREANDETHOSAREBASEDONANDEVOLVEDFROMTHE DEEPESTTRUTHOFMAN,LIFEANDNATURE.EXPLAIN: Thevaluesandideasinourethosandculturearebasedonandevolvedfromthedeepesttruthofman, life,andnature,i.e.thedeepesttruthofallthreeofaboveelementsofuniversewhichareassumedto beinterconnectedandinsolatedunderanycircumstances. When we talk about man, life and nature as a whole, the concept of holistic approach has to come in Indian values are dharmas (divine nature), integrity, oneness, fearlessness, non greediness, nonviolence, spirit of sacrifice for the sake of common good and so on and the peoplewhoimbibethesequalitiesinthemandlineoftheirinnertruthbecometheidealsinour society.Alltheseyearswhatwaspassedascustomsorbeliefsfromonegenerationtoothersby ourforefatherslateroncametobeknownasvaluesofoursociety. Dharma is the law of right living the observance of, which secures the double object of happiness in your own life and also happiness in life of others. It stands for all those ideas, purposes, influences, institutions and ways of life and conducts that shape the character and evolutionofmanbothasanindividualandasamemberofthesociety.Whatalltheleadersof ournationhadbeendoingMahatmaGandhi,SwamiVivekanandaandothershavelivedtheir lifeinexplainingandpreachingthevaluesofmankind. Under theholisticapproachmanand naturearedeeplyinterconnectedandinterdependent. Hencethereisnosuchrighttoexploitnatureforpurelyselfishmotives.Ifexploitationofone personbyanotherisnowconsideredunethicalwecannotjustifyexploitationofearthmerelyto satisfy greed and not need. Value based holistic management alone can prevent this exploitationofmotherEarth. Value oriented management also recognizes the divine model of men and alters the old man machineequationdrastically.Ethosandculturewhichareexpressionsofitsmindandsoul,that iswhywegiveimportancetoourheritageinsight,temperamentandgeniusofitsmindand soul. The higher consciousness or the inner mind is the right instrument or medium to have the experienceofthesoultheportionofthedivinewhichenablesyoutoleadamuchbetterlife, much more qualitatively superior life which is possible only through value based holistic management. HOWCANHOLISTICMANAGEMENTHELPINCURBINGTHEEXPLOITATIONOFNATURE? It is imperative to understand the concept or philosophy of holistic management before we proceed in using holistic management for curbing the exploitation of nature. Holistic/Holism meansoneness. Holism is a state of consciousness, which reflects integrated consciousness evident in human feelingsofthewholeortheonei.e.thedivineorigin,thesourceoftheuniverseandallliving creatures.HolismEkatmanubhutiindicatesoneness. It is an accepted fact that all living entities including nature are closely interconnected and interrelated as well as interdependent with one another because the pure consciousness or CompiledbyMANAGEMENTPARADISETEAM. Page71

chetanaisonecommonunchangeablevitalelement.Holisticapproachbringsaboutastateof mindpointingoutemotionalentity,harmony,puritybetweentheindividualanduniverse. Tillthepresenterathenaturehasbeenexploited.Inordertocurbsuchexploitationoneresorts totheingredientsofholisticmanagement. i. BegoodanddoGood: Be good and do Good to others is an important aspect of holistic management. In order to curb exploitationofnaturewecaningrainsuchvaluesofbeinggoodtothenature.Ifonesetsanexampleof notgoinginforlargescalecuttingoftreeswillemulateit.Wefeelthatcuttingitselfisanactofviolence andsoweshouldabstainfromitthoughtheremaybecontradictoryviewsaboutthisissue. ii. SelfDiscipline: Thehumancivilizationshouldbeselfdisciplinedtowardsusageofnature.Onlythatmuchamountof resourcesshouldbedrawnfromthenaturewhichwouldsatisfyourbasicneedsandnotexploititfor ourexaggerateddesiresofcomfort. iii. Dharma(AbidingwithEthicalStandards): o Dharmashouldberesortedtoavoidexploitationofnature. o Dharmaisthelawofrighteousliving. Dharmaiswhatsustainssocietyandproducessocialstabilityandharmony.Eachorganizationor individual should internalize the purpose and principal of dharma. Once it is internalized we wouldbeonthepathofsavingthenatureasdharmawouldinnomeanssuggestexploitation andhencenoexploitationofnature. Dhrma upholds, maintains, sustains and expresses universally of ethicomorality providing for universalbrother/sisterhoodi.e.GlobalFamilyorKhutumbnaturewoulddefinitelybeapartof thisglobalFamilyandhenceonewouldnotthinkingofharmingorhurtingthenature. iv. Cooperation: The holistic approach stresses on cooperation between business entities. Through holistic approach mutualbenefitisachievedandthesocietysenlistmenttakesplace. v. Goldenrulesofethics: Lastly we can also use the golden rules of ethics provided by the holistic approach to life and management.Theyare Everythingyouwantotherstodotoyou,youshalldotoothers. Donottoothersthatwhichyoudonotwishthemtodotoyou. Donotdoanythingtoothersthatifdonetoyou,wouldcauseharmtoyou. Thusifonerelatesthesegoldenprinciplestonaturewecandefinitelycurbexploitationofnature. Thereforewecanstatethatfloweringandblossomingofanysocietyliesintheevolutionofvaluebased holisticapproach. CRITICALLYANALYSETHEBENEFITSOFETHICALPRACTICESINMANAGEMENT. "Whatisethics?"Simplyput,ethicsinvolveslearningwhatisrightorwrong,andthendoingthe rightthingbut"therightthing"isnotnearlyasstraightforwardasconveyedinagreatdealof businessethicsliterature.Values,whichguidehowweoughttobehave,areconsideredmoral values, e.g., values such as respect, honesty, fairness, responsibility, etc. Statements around howthesevaluesareappliedaresometimescalledmoralorethicalprinciples. CompiledbyMANAGEMENTPARADISETEAM. Page72

Whatis"BusinessEthics"?Theconcepthascometomeanvariousthingstovariouspeople,but generallyit'scomingtoknowwhatitrightorwrongintheworkplaceanddoingwhat'sright thisisinregardtoeffectsofproducts/servicesandinrelationshipswithstakeholders. Businessethicsisnowamanagementdiscipline.Businessethicshascometobeconsidereda management discipline, especially since the birth of the social responsibility movement in the 1960s. In that decade, social awareness movements raised expectations of businesses to use their massive financial and social influence to address social problems such as poverty, crime, environmental protection, equal rights, public health and improving education. An increasing number of people asserted that because businesses were making a profit from using our country'sresources,thesebusinessesowedittoourcountrytoworktoimprovesociety.Many researchers,businessschoolsandmanagershaverecognizedthisbroaderconstituency,andin their planning and operations have replaced the word "stockholder" with "stakeholder," meaningtoincludeemployees,customers,suppliersandthewidercommunity. The emergence of business ethics is similar to other management disciplines. For example, organizationsrealizedthattheyneededtomanageamorepositiveimagetothepublicandso therecentdisciplineofpublicrelationswasborn.Organizationsrealizedtheyneededtobetter manage their human resources and so the recent discipline of human resources was born. As commerce became more complicated and dynamic, organizations realized they needed more guidancetoensuretheirdealingssupportedthecommongoodanddidnotharmothersand sobusinessethicswasborn. Notethat90%ofbusinessschoolsnowprovidesomeformoftraininginbusinessethics.Today, ethicsintheworkplacecanbemanagedthroughuseofcodesofethics,codesofconduct,roles of ethicists and ethics committees, policies and procedures, procedures to resolve ethical dilemmas,ethicstraining,etc.

GoldenRuleofEthics 1. Everythingyouwantotherstodotoyou,youshalldotoothers. 2. Donotdotoothersthatwhichyoudonotwishthemtodotoyou. 3. Donotdoanythingtoothersthatifdonetoyou,wouldcauseharmtoyou. Thesearethebasisofallhumanandmoralvalues.Theyhaveuniversalapplication.Theseare thecorevaluestochangeoneselffirst. Amanagerandworkerwithmoralandethicalvalueshasastateofmind;equanimity.Sucha personcanmobilisehisandothersenergyandhelpaccomplishwonders. Oureffectivenessatworkistiedtoexercisingintrinsichumanvaluesi.e.moralandethical values.Thesehumanvaluessupportestablishedbusinessvaluessuchasservice,communication, excellence,credibility,innovation,creativity,andcoordination.Thehumanvalueshelpself development. Managerialfunctionssuchasdirection,control,supervisionandcommunication,integrationand coordinationaremucheasier.Thehumanvaluesalsohelpgoodinterpersonalinteractions.They reduceconflictsanddisputes.Theyenhancereputationandgoodwilloftheorganization. Page73

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ValuesandQualityofworklife. Ethicsandvaluesmustbeanimportantpartofmanagementandworkculture.Humanharmony andhappinessarethemainobjectivesofanyenterprisetojustifyitssurvivalandprogress.Any organization,whichcaresforitspeople,shouldnotignoreanyunhealthydevelopment. ValueDrivenManagement. Ethical and moral values and moral character alone can accelerate the unfolding of persons divinity. Such a person will have poise, wisdom, harmony and peace to manage effectively others and to assure quality of mind as well as enriched quality of work. Effectiveness in performanceofmanagersandworkersisafunctionofvaluesandskillstogether.Valuesshould beanintegralpartofcorporatemission,objectives.Theyshouldbeexpresslymentionedinthe missiondocument. LetusnotethatsuccessofJapanisbasedonvaluesfamiliartoIndians,usingspiritualeducation andpracticese.g.concentration,meditation,lecturesofspiritualleaders,mindstilling,intuition etctoneutralizetheevileffectsofrecklessindustralisationandtosynthesisethehumanvalues into management and organization. Japan has combined spiritualism and materialism and adopted value driven holistic approach in management and organization. Let the global managementadoptthis.

Fewbenefitsofethicalpracticesinmanagement: Ethicsprogramscultivate strongteamworkandproductivity.Ethicsprogramsalignemployee behaviorswiththosetoppriorityethicalvaluespreferredbyleadersoftheorganization.Usually, an organization finds surprising disparity between its preferred values and the values actually reflectedbybehaviorsintheworkplace.Ongoingattentionanddialogueregardingvaluesinthe workplacebuildsopenness,integrityandcommunitycriticalingredientsofstrongteamsinthe workplace.Employeesfeelstrongalignmentbetweentheirvaluesandthoseoftheorganization. Theyreactwithstrongmotivationandperformance. Ethics programs promote a strong public image. Attention to ethics is also strong public relations admittedly, managing ethics should not be done primarily for reasons of public relations. But, frankly, the fact that an organization regularly gives attention to its ethics can portrayastrongpositivetothepublic.Peopleseethoseorganizationsasvaluingpeoplemore thanprofit,asstrivingtooperatewiththeutmostofintegrityandhonor.Aligningbehaviorwith valuesiscriticaltoeffectivemarketingandpublicrelationsprograms.BobDunn,Presidentand CEO of San Franciscobased Business for Social Responsibility, puts it best: Ethical values, consistently applied, are the cornerstones in building a commercially successful and socially responsiblebusiness. Overallbenefitsofethics:DonaldsonandDavis,inBusinessEthics?Yes,ButWhatCanitDofor the Bottom Line explain that managing ethical values in the workplace legitimizes managerial actions,strengthensthecoherenceandbalanceoftheorganizationsculture,improvestrustin Page74

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relationships between individuals and groups, supports greater consistency in standards and qualitiesofproducts,andcultivatesgreatersensitivitytotheimpactoftheenterprisesvalues andmessages. WHAT ARE HALLMARKS OF A GOOD STRATEGY RELATING TO THE ESTABLISHMENT OF VALUES? LINK THIS TO THE RECENT CASES LIKE THOSE OF ENRON AND STOCK EXCHANGE SCAMSININDIA. The Honourable Union Finance Minister, Shri Yashwant Sinha, while inaugurating the 17th AnnualSessionofFICCILadiesOrganization(FLO),stressedtheneedtoformulateandadhereto a set of strong corporate governance practices. He was addressing the august audience of leadingbusinesswomenofFICCIon"TheEmergingNeedforCorporateGovernance". Hesaid:"Todayweneedapragmaticapproachratherthananarrowdoctrinaireapproachto serve our needs. It is essential that we have high ethical standards of corporate governance, followed voluntarily, having community sanctions which will have much more effectiveness. Onlythenourendeavourateconomicreformsandliberalizationwillfructify". FinanceMinisterexhortedthebusinessleaderstosetupexamplesincorporategovernanceof high ethical standards, which will create better value for all the stakeholders and will lead to growth, which in effect will help the country to fight poverty and debilitating diseases. This alone,hefelt,willenabletheGovernmenttojustifytheeffortsatliberalizationandbringingin economicreforms. Enron,theysay,isanexampleoftheethicsofcorporationsandthefreemarket.Commentators havetoldrepeatedlythatEnron'sexecutivesweremotivatedby"greed"and"selfishness." Philosopher Harry Binswanger points out, the premise behind this statement is that lying, cheatingandstealingisthebestwaytomakemoneyandbeselfishandthefearofprisonis theonlydisincentiveforwholesalefraudandlooting.ProfessorBinswangergoesontopointout that this statement reflects a whole approach to morality. To be principled and moral, in this view, means to sacrifice one's interests by, say, going into social work or taking a vow of poverty.Thelogicalflipsideisthattobeselfinterested,topursuewealthandhappinesswell, that requires no principles or morality at all, just a random, rangeofthemoment grab for whateveronecangetone'shandson. Thisisthepredominantmoraloutlooktoday,especiallyontheleft.Ironically,Enronseemsto haveimplementedthisviewofmoralitytoaT.Toenrichthemselves,Enron'sexecutivesliedto Page75

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shareholdersandcookedthebookstoproducefakeprofits,ignoringthecompany'slongterm financial problems. The joke was on them, though, because it didn't work. They didn't make money;instead,theybankruptedtheircompanyanddestroyedtheirownreputations.Andthey don'tseemtohaveprofitedevenintheshortterm. Asocialinstitution,includingacorporateentity,derivesitslegitimacyfromitsabilityanddesire to fulfill social needs. It is therefore, accountable to the society. No institution, however high and mighty it is, can ignore its responsibility towards the society from which it derives its strengthandsustenance. Therecurringfinancialcrisesandthescamsthatrockedthenationintherecentpastcallfora sharperfocusoncorporategovernance.Theonlywaywecanprotectourinterestandalsothose ofthepublicatlargeistobuild"firewalls"byputtinginplacethepracticesofgoodcorporate governance.Corporate Governance has succeeded in attracting a good deal of public interest becauseofitsimportancefortheeconomichealthofcorporationsandthewelfareofsociety. According the Economist and Noble laureate Milton Friedman, Corporate Governance is to conductthebusinessinaccordancewithownerorshareholdersdesires,whichgenerallywillbe to make as much money as possible, while conforming to the basic rules of the society embodiedinlawandlocalcustoms.Thisdefinitionisbasedontheeconomicconceptofmarket valuemaximizationthatunderpinsshareholdercapitalism.Overaperiodoftimethedefinition ofCorporateGovernancehasbeenwidened.Itnowencompassestheinterestsofnotonlythe shareholdersbutalsomanystakeholders.J.Wolfensohn,President,WorldBankassayingthat "Corporate Governance is about promoting corporate fairness, transparency and accountability". Corporategovernancealsoincludesinitsambit,themannerinwhichtheirboardsofdirectors govern the business and affairs of individual institutions and their functional relationship with seniormanagement.

CorporategovernanceisdeterminedbyhowOrganizations: Setcorporateobjectives(includinggeneratingeconomicreturnstoowners); Runthedaytodayoperationsofthebusinessand; Consider the interests of recognised stakeholders i.e. employees, customers, suppliers, supervisors,governmentsandthecommunityand Aligncorporateactivitiesandbehaviourswiththeexpectationthatorganizationswilloperatein asafeandsoundmanner,andincompliancewithapplicablelawsandregulations. soundcorporategovernanceshouldhave,asitsbasis,thefollowingstrategiesandtechniques: Thecorporatevalues,codesofconductandotherstandardsofappropriatebehaviourandthe systemusedtoensurecompliancewiththem; Awellarticulatedcorporatestrategyagainstwhichthesuccessoftheoverallenterpriseandthe contributionofindividualscanbemeasured; Page76

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The clear assignment of responsibilities and decisionmaking authorities, incorporating an hierarchyofrequiredapprovalsfromindividualstotheboardofdirectors; Establishment of a mechanism for the interaction and cooperation among the board of directors,seniormanagementandtheauditors; Strong internal control systems, including internal and external audit functions, risk managementfunctionsindependentofbusinesslines,andotherchecksandbalances; Specialmonitoringofriskexposureswhereconflictsofinterestarelikelytobeparticularlygreat, including business relationships with borrowers affiliated with the bank, large shareholders, seniormanagement,orkeydecisionmakerswithinthefirm(e.g.traders); The financial and managerial incentives to act in an appropriate manner offered to senior management, business line management and employees in the form of compensation, promotionandotherrecognition;and Appropriateinformationflowsinternallyandtothepublic. For ensuring good corporate governance, the importance of overseeing the various aspects of the corporatefunctioningneedstobeproperlyunderstood,appreciatedandimplemented. Ethicsandvaluesincorporategovernance NodiscussiononpublicaffairswillbecompletewithoutareferencetoEthicsandValues.Thequalityof corporate governance is also determined by the manner in which top management, particularly the BoardofDirectors,allocatesthefinancialresourcesofthecompanyasbetweenthemselvesandother interestgroupssuchasemployees,customers,governmentetc.Thebasicqualitiesinvariablyexpected inthisregardaretrust,honesty,integrity,transparencyandcompliancewiththelawsoftheland.There isanincreasingbodyofpublicopinionthatwouldexpectabusinessenterprisenotonlytobeamere economicunitbutalsotobeagoodcorporatecitizen.Forthis,itscorporategovernancemustbebased onagenuinerespectforBusinessEthicsandValues. ToquotethewordsofBenjaminFranklin "Alittleneglectmaybreedgreatmischiefforthewantofanail,theshoewaslost;forthewantofa shoe,thehorsewaslostandforwantofahorse,theriderwaslostandforwantofariderthewarwas lost" Littledropsofwatermakethemightyocean.Littleactsofneglectmightcausemajorscams.Ittakesonly asmallholetodrownabigship.Thereinliesthesecretofgoodcorporategovernanceandthekeyto CorporateExcellence. WORKETHICSV/S.ETHICSATWORK Ethicsisthescienceofahumanbeingscharacter.Thephraseworkethicsrenouncessustained hardlabourfilledwithvigourandenthusiasminpursuitofagivenorchosentask. Workethicsisperformedbydrawingupontheironeofthesetwosetsofpsychicresources,i.e. daividivineresourcesandasuridemonicresources. Page77

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Work ethics inspired by divine resources are similar to the sattwa gunas whereas work ethics inspiredbydemonicresourcesaresimilartorajogunas. Work ethics means doing ones deeds with passion and zeal, whereas ethicsinwork stresses upondoingdeedswithpassionandzealbutinconsonancewiththeuniversallawofrighteous deeds. Work ethics refers to the skills required to perform a work whereas ethicsinwork relates to performanceofworkvaluesingrainedinit. BLISS(ANANDA) The word Bliss means perfect joy. It is a feeling ofbeing in heaven. Bliss isnot happiness or pleasure.Thelatterareonlythecomplimentaryoppositesofsorroworpain.Happinessisonly theoutersurfaceofthetruecomentmentknownasBLISS(astateofcompletehappiness). Somepeopleunderstandtheconceptthatblissandhappinessarerelateddirectlybutarenot equalinmeaning.Therearesomewhobelievethatthedoorstocompletehappinessonlyopen when a personfully understands and accepts the unexplained realities of lifes many unansweredquestions.Totalcontroloveronesinnerselfleadstotheconceptofeternalbliss. Understanding the significance of life, the control of mind, the unity of all things, and the realizationoftimewillreleasethemindofmanypuzzlingquestionsthatareinrealisticsense, pointless. Complete happiness will not be achieved unless the mind is able to fathem the completeness of life even though many unanswered questions lie in that plane. To prevail against the mind you have to step forth, above and beyond the plane of thinking created by societyandintoadifferentrealmofthought. MENTALHEALTH Theprimeprivilegeofthehumanbeingisthepresenceofmind,whichhelpshimtothink,judge and work. Thinking, judging and working should be logical, understandable and admissible to self and society. The derangement of this process an be said to be a mental disorder. Man havingprodigiousmentalpowerhassucceededinrulingthewholeworld. Themansdesireforpowerandexploitationoftheweakhasnotchanged.Biologically,heisyet in the pushman stage though in a civilized disguise. His sufferings and illness have found no lasting remedy. Meanwhile, natural catastrophes and war threaten to wipe out his existence. There is essential lack in his wisdom, which disputes, all that modern science and civilization standfor. AnandaisthestatewhereSamatwaorEquivisiontowardsthesepairsofopposites(Dwandwas) isexperienced.

VALUESANDSKILLS Values expresses dharma or divine nature as understood in the East particularly in Indian ethos and insight, and the ideas of integrity s understood in the West. Values and skills could be discussed as follows: 1. Tobecomeweneedvalues.Todoweneedskills. 2. Becoming (needing values) must precede dong (needing skills) in valuesoriented management.Valuesactasabaseofskills. CompiledbyMANAGEMENTPARADISETEAM. Page78

 3.

Values are the means of perfection. Skills must have sound system of values as the base. Otherwise, one can manipulate skills like communication. Skills may be misused for manipulatingmen,money,andmaterialsifmanagementignoresvalues. Values are internal. Dealing with internal development of a person, purifying mind and heart. Thepersonbecomesgoodinthoughtinspeech,inaction,joborwork.Skillsonlymakeaperson proficient.Valuesarethemeansofperfectionofpersonality. Thefieldsofvaluesaregovernedbyunion,holism,andrelatedness.Thearearuledbyskillsis division,fragmentationandseparation. Values bring about excellence and universal good, i.e. Software aspect skills see us through mechanicsofmanagement(hardwareaspect).Bothmeansandendsmusthavevalues. Skillsarenotenduringduetofatigue.Valuesareenduring.Skillschangewithpassageoftime. PolicyisflexiblebutPrinciplesarenot.Wehavepermanentfundamentalvalues.

4.

5. 6. 7.

CONFLICT
Conflictisthestatewhenthereisdiscomfort/threatexperiencedasaresultofdifferencesin perceptions/values between two or more bodies. The discomfort/threat results in unresourcefulattitude/behaviorwhichhampersharmonyandproductivityofthesituation. Conflictisapartofliving.TherearemixedperceptionstowardsConflict.SomefeelthatConflicts havetobeavoidedatallcosts,whilesomeotherfeelthatConflictsaretoencouraged. Botharerightintheirviewpoints.

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TheConflictsthatneedtobeavoidedarewhatisPersonalitybasedConflict,whiletheConflicts thatneedtobeencouragedareIssuebasedConflicts. Personalitybased Conflict arises from identifying the Conflict to the individuals who are involvedintheConflictsituation.Allaspectsarefocusedsubjectivelyonthepeople,ratherthan onthecauses/reasons/issuesthatareresponsiblefortheConflict.Asaresult,theissuesremain unresolvedinmostcases,andpeoplegetintounresourcefulbehaviorsthatdemotivatethem. IssuebasedConflictarisesduetotheissuesratherduethepeoplewhoareinit.Thetendencyis toaddresstheissuesthroughobjectivitybyseparatingtheissuefromtheperson. Ittakesamaturedoutlooktoseparatetheissuefromthepersonwithouttheemotionalcontent ofthehumanelements.

Conflictscouldhappenduetothefollowingreasons: a) b) c) d) Inmostcorporatescenarios,ConflictsduetoPerceptionsnotmatchingarecommon.Inthese cases,theValuesareincongruence(theheartisintherightplace)andinturntheattitudes andbehaviorsarealignedwiththecompanymission.SuchconflictsareusuallyIssuebasedand resultinmoreorlesseasyresolution. Also,wemustrememberthatConflictsduetoValuesarenotmanyinanorganization.Thisis facilitated through the recruitment & selection process wherein the mismatch of Values is noticeableandaccordinglythecandidateiskeptaway. WhenbothValuesandPerceptionsdonotmatch,wehaveamajorproblem.Itturnsoutto be both Issue as well as Personality based Conflict, with little or least chance of effective resolution. There are structural differences leading to constant misunderstandings, leading to discomfortandbreakdownincommunication. Interestingly, in quite a few situations, especially in fasttrack work cultures, it has been observedthatpeopleadapttheirPerceptionstosuittheneedofthehour.Sincethestakesare perceived to be crucial and high, there is a careful cultivation of Perceptions that are politicallyacceptable.DeepwithintheremaybestructuraldifferencesinValues.Thesenever surfaceuntilacriticalincidentoccurs.Weallknowthatincriticalincidents,theindividualsTrue Personality emerges automatically to survive and fight the situation. The hidden Value systemsemergestarklyandmakeitevident.Suchaconflictseemstocomefromtheblueasa shock,intheformofahithertounseenbehavior. Page80 Perceptionsbetweentwopeoplenotmatching. Valuesbetweentwopeoplenotmatching. BothPerceptionsandValuesnotmatching. Perceptions(seemingly)matching,butValuesnotmatching.

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IntheIndiansystemofConflictresolutionwehavetheDharmaapproachintheformofSama DamaBhedaDanda. The principle behind this is the concept of Divinity (hate the sin not the sinner.Issue not the Personlity) and is guided by the Group principle of living together in Harmony. SamainvolvesamediationprocessofcomfortabledialogueurgingtheIssuetoemerge.

I. II.

Damaisresortedtonextwhenthefirststepfailstoproduceconflictresolution.Inthisthereis a deeper dialogue getting into the Value part of the individual as well, again with the view of an amicablesolution.Thedialogueistakentoareasonablenesslevelofmutualacceptance. Bheda is the next stage wherein through the process of Differentiation of the Values and Perceptions,aviablesolutionisresortedto.Againthisprocessispeaceorienteddialogue.(notone ofviolenceorbullying) Dandaisresortedasthelaststepwhenalltheabovethreeprocessesfail.Simplystatedwhenall Dharmic steps fail, then action to punish the sinner to remove the sin is resorted to. It is the stickapproach,asevereapproach. (In MahaBharata, we have the classical example of Lord Krishna reprimanding the evil Sisupal throughthispath.WhenSisupalstartsinsultingKrishna,theLattershowscompassionforSisupal thepersonwhoisafflictedbythesinofAdharmicthinkingandwordsandactions.Krishna patiently adopts the SamaDama BhedaDanda approach. After Sisupal insults Krishna 108 times,heisslainbytheSudarshanChakra,theDiscusweaponasthelastresort) (ItisalsorelevanttounderstandthattherearethreetypesofdialogueinthetraditionalIndian culture: Vidhanda Vaada, Jalpa Vaada, & Samm Vaada. While the first is based on proving oneselfright,thesecondisbasedonprovingtheotherwrong.BoththesearePersonalitybased dialogues which usually lead to debates and Conflicts. These dialogues lead to Problem basis ratherthanSolutionorientation. ThethirdtypeofdialogueisSammVaada,whichiswhatencouraged,i.e.Issuebaseddialogue is.Inthistypeofadialogue,theIssueisdiscussed,notthepersonsinvolvedintheIssue. The sole purpose of this dialogue is to seek the Truth not to nail down the person by proving him/herwrong.ThusthedialogueisSolutionoriented,notProblembased At the end of every Chapter in Bhagwad Geeta, there is mention. Krishna Arjuna Samm Vaadey.MeaningthatthedialoguebetweenKrishnaandArjunaisoneofIssueandseekinga solution,ratherthanoneofPersonalitytobewiththeproblem/people.)

III.

IV.

Personalitybased Conflicts are dysfunctional, as in they stay with the problem and compound the problem, rather than direct towards the solution. And hence, Personalitybased Conflicts are discouraged.Theydepictstagnationandhamperprogressofgoalachievement.

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IssueorientedConflictsarefunctional,asintheyorientwiththesolutionandseekfulfillmentofgoals. Hence Issueoriented Conflicts are encouraged. They are synonymous with movement and direction towardsgoalfulfillment. INDIANORGANIZATIONSANDCONFLICTS. Indian organizations handle conflicts in a manner different than the Western counterparts. Traditionally, Indians are groupcentric people, who prefer staying together to being alone/individualistic. This Ethos permeates in the Indian thoughts and hence in the Indian organizations,wefindthatthereissenseoftolerancetowardsConflictsituations.Onedoesnot resort to quickfix immediate resolutions (unlike in the West). One takes the path of Sama DamaBhedaDandapathofConflictresolution,thoughwhichenoughchanceisgiventothe ConflicttoberesolvedwithoutdisturbingthepeaceandComfortZoneofthegroup. In situations where Conflicts arise, Indian Managers do not hireandfire people with instant actions.Rathertheywaittillallpathshavebeentreadandfinallyasalastresorttheygothe extremes,justifiablyso.ThisisnotinlinewiththeWesternapproachwhichhandlesConflictby a cutanddry approach. In trying to solve Conflicts, they inadvertently create extreme discomfort to the concerned parties leading to breakdown in mutual Trust. Their action steps arealmostinstant.TheyareaTaskorientedculture. Indian Managers on the other hand, belong to the Peopleoriented culture. The Indian Ethos believesthatpeoplemattermorethanTaskalone.HencetheIndianpathofConflictResolution appearstotheWesterneyeastimeconsuming,unproductive,andlenientevenprocrastinating toalargeextent.

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CONCEPTS
HARMONYWITHENVIRONMENT ThetermcanbebestdescribedasEthicomoralreponsivenessofbusinesstoallthemembersof theenvironment. Man and nature are deeply interconnected and interdependent. The social responsibility of business must ensure that dealings and transactions with its stakeholders are ethicomoral. Ecology or nature is also an important stakeholder. Hnece there is no such right to exploit natureforpurelyselfishmotives. As some one rightly said, Man, nature, divine are one, attack one, the other two get the impact.Theyarepartofagrandcycle.Holdaglobalvisionanddonotbegreedy.Dependenceof any business on its social and ecological environment is so complete that the very existence, survivalandgrowthofanyenterprisedependsuponitsacceptancebysocietyandenvironment (whoprovideallinputsofresources).Ifitoutlivesitsutility totheSocietyandenvironmentit hasnoplaceandreasontoexist. Today, we insist on the social responsiveness and awareness, the ability to relate the plans, policies and programmes to the social environment in such a way that these are mutually Page83

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beneficial to the organization, society and ecology. The current trend is an organizations involvement in social actions. The mission and vision of any organization must express deep involvement in social actions to improve the quality of life in the society and quality of the environment. SELFCONTROL Controllingisanimportantfunctioninmanagement.Buttoperformthiseffectively,oneshouldbeself controlled.Thisimpliesthatonemusthavecontroloverdesires,whicharise,atthementallevel. Apersonhavingselfcontrolisdetachedformthesenseobjects,freeofdesireandangerandremains engrossedintheblissoftheself.Hewhothusremainsabsorbedintheselfmaybeconsideredwithout doubttohaveastableintellectandinsight. Itindicatesmaintainingabalanceagainstthepairsofoppositeslikejoyandsorrow,successand failure,praiseandinsult,victoryanddefeatandsoon.Feelingofstabilityinthemindhelpsto achieveinnerpeaceandhappiness.Worldlysorrowsdonotenteracheerfulmind. It implies performing duties with full concentration and dedication without having any attachmenttotheresultthereof. It also implies ones perfect control over Raga (attachment), Krodh (anger) and Bhava (fear) in onesdaytodaylife. Selfcontrolhelpsapersontoresolveconflictsinlifeandcreateabalancebetweenhimandhisdesires. DHARMA,SWADHARMAANDDETACHMENT Dharma: (Lit,thatwhichholdsuptheexistenceofathing)Essentialquality;religion,codeofduties,duty. Thelawofbeing.Ourreligiousscriptureshavelaiddownthedutiesfordifferentvarnasclasses ofpeopleandashramsstagesoflife. The most central and core concept of Hindu philosophy is known as Dharma. All the other principles and values flow from dharma. The word Dharma is formed from the root, dhr and literallymeanstohold,sustainandmaintainathinginitsbeing.Thereisnoaccuratetranslation ofthewordintoEnglishbutitanbetermedasarightaction,rightconduct,virtue,morallaw etc.Everyformoflife,verygrouppeoplehasitsDharma,whichisthelawofitsbeing.Dharmais the duty or the path of righteousness. Dharma comprises of Satya (truth), Yagna (dedication) andTapas(sublimation).ThebasisofDharmaisTruth.Dharmaorvirtueisconformitywiththe truthofthings;adharmaorvoiceisoppositiontoit.Dharmaordutyisatthecenterofthe Hinduwayofthinking,withitsstressonpersonalresponsibility,theconceptgivestoHinduism itsparticularstressonthecentralityofhumanityintheuniverse. Swadharma: GitaemphasizesthatSwadharma(onesdutybasedononesSwabhavainclinationandaptitude onetheworkthatfallsintooneslotbyvirtueofonesplacementinthesociety)shouldbe carriedonforthegeneralwelfareofthesocietyandasworshipoftheDivine,asourofferingto God.ThewilltosupportandactivelycooperateintheDivinesevolutionarydesignandtolive withthemotherearth,safeguardinghergrandecologicalbalance. CompiledbyMANAGEMENTPARADISETEAM. Page84

Detachment: It refers to detached involvement also known as Niksham Karma. It is among the most surest and most enduring preventive methods against stress and burnout in situations faced by us. According to this theory one has to engage in quiet inner sadhana to appreciate the true meaning, for it does not hold out a technique but beckons towards anubhuti, a deep inner feeling. Detachment helps one to keep out speculation about gain or losses from his work / activities.Onecanlookafterfamilywithallloveandcaretheyneed,becauseitsonesdutyto do so. Possessions including relations and friends are transient in nature. They do not last. Neithershouldonebeecstaticathavingitnorbehorrifiedatlosingit.Itisonlywhenoneis veryproudofhispossessionsthathegetsdepressedatlosingthem.Detachmentisoneofthe simplesttechniquestomaintainequanimity. HOLISTICAPPROACHTOPERSONALITY Theholisticapproachisbasedontheprincipleofunity,oneness,nondualorAdvaitaconcept: jiva, jagat, jagdish are one. Under the principle of unity, the universe is an undivided whole where every particle is interconnected with every other particle and forms a golden chain. Hence,entirehumanityisone. The only dharma or law of life is the offer of service to others. I cannot cheat you without cheating myself, it is a holistic world. The management must recognize the Oneness of Humanity. Respect the divine in all beings. See yourself in all selves. This is the yoga of the highestorder.Lettheinnerbeingsorhigherconsciousnessassumethemanagerialleadership to manage and lead effectively your physical, vital, mental, intellectual entities. Your inner beingsisthedelegateofthedivine. Such an integrated human personality of selfdeveloped manager and worker an assume best and competent management of any enterprise, involving collective works and efforts. The refinedorhigherconsciousnesswilladoptholisticattitude.Itwillbringoutthedivineinman.It willachieveperfectionorexcellenceinwhateveryoudo.WeshallachievePeace,Harmonyand Prosperity in our internal world and in our external world simultaneously. This is the idea of IndianEthos.AtmanoMoksharthamJagatHitayaCha(forgainingperfectioninindividuallife,as well s for the welfare of the world). This is the motto of the Ramakrishna Order founded by Swami Vivekananda. The holistic approach of management will not exploit shareholders, employees,customers,societyandnature. DHARMICLEADERSHIP Dharmicleadershipcombinesethicaldecisionmakingandethicalbehavior,anditoccursinboth an individual and an organizations context. Dharmic leadership emphasizes perfection of the selfthrough plannedselfdevelopmentasawhole humanbeingmanin the managerfirstand thenblendingworkethics.Adharmicleaderissomeonewhosupposedlytellsthepeoplethe difference between right and wrong. A major responsibility of a dharmic leader is to make ethicaldecisionandbehaveinethicalwaysandtoseethatothersunderstandandpracticethe ethicalcode. CompiledbyMANAGEMENTPARADISETEAM. Page85

The Indian Ethos of Management contains principles to guide ones life. These principles are described in the Upanishads and Geeta. The following are certain principles as per Indian wisdomandinsight.

CONEPTOFDIVINITY These texts do not refer to any God, but to a certain divinity, which pervades all beings. According to this concept all people are equal and divine to be dealt with equal respect. This attitudeatworkservestheinterestsofboththeworkersandcustomers. Discriminatoryremunerationpackageswillbeavoided,trustandsupportwillimprove,thesense ofconcernwouldbeavoided,trustandsupportwillimprove,thesenseofconcernwouldmake counseling and development more natural and managers will find it easy to take disciplinary actionsastherewouldbenofeelingofremorseifsevereactionbecomesnecessary.Thiswould greatlyimprovetheatmosphereatwork.Itistherespecttodivinity,individually,whichassures maximum productivity in them and Total Quality Minds. Truth, divinity and culture are more powerful than money. Civilization is the manifestation of divinity in man. Hence, entire HUMANITYisONE. CONCEPTOFMAN Manisconstitutedofvarioussheaths. The grossest of them is the physical body called annamaya which constitutes of matter createdbyfood. The second sheath covering the physical body is the pranamaya which is related to the breathing. Thethirdsheathismanomayawhichisthemind.Theforthsheathisthevijnanamayathe powerofdiscrimination. The final sheath is the anandmaya eternal bliss. Every person has the capability to move fromtheconstraintsofthephysicalsheathandliveineternalbliss. Humanbeingisnotjustabody.WithinthephysicalbodythereliestheSELFtheHRAHMAN Knowledge,ExistenceandBliss(SAT,CHITandANAND).Thisistherealnatureofahuman being.Everymanhasimmensepotentialityanddivinespirit.OurUpanishadsrepeatedlysay,I amBrahman.ThatiswhyShankaracharyasang,CHITANANDRUPAHSHIVOHAMSHIVOHAM. Vedantabringsexpansionofthemind,breaksdownallthebarriersandbringsouttheGODin MAN. CONCEPTOFKARMA Accordingtothisconcept,thefutureofanindividualdependsuponwhathedoesordoesnot dowithhislife.Hisactions(Karma)andtheconsequencesofhisactionsshapehisfuture.The cycle of birth and rebirth has the concept that each action (karma) one takes, causes other actionsonetakesinthefutureandhasbeencausedbyactionsinthepast. Sinceoneassumesthislifeasanecessaryconsequenceofpreviouslivesandpreviousactions,it followsthatoneshouldperformtheprescribeddutiesoflifeunflaggingly.

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A major facet of karma is the work one does, and the attitude with which he goes about his duty.Toworkforselfishreasons,suchastobeabletoaffordluxuriessuchasconvertiblecarsis badkarma,especiallywhenonecravesthesepossessionstogainstatureinsociety.Actionssuch as materialism restrain one from furthering his place in life and from attaining an honest satisfaction with his spiritual growth. Good karma and advances towards knowledge are achievedfirstthroughthefreedomtomakepersonaldecisiontoworkforthesakeofgettingthe job done in a selfless manner. Only when a person handles a duty in this fashion will he find himselfinprogression.

CONCEPTOFDHARMA Dharma: (Lit,thatwhich holdsup the existenceof athing)Essentialquality; religion,codeof duties,duty. Thelawofbeing. Ourreligiousscriptureshavelaiddownthedutiesfordifferent varnasclassesofpeopleandashramsstagesoflife. The most central and core concept of Hindu philosophy is known as Dharma. All the other principles and values flow from dharma. The word Dharma is formed from the root, dhr and literallymeanstohold,sustainandmaintainathinginitsbeing.Thereisnoaccuratetranslation ofthewordintoEnglishbutitanbetermedasarightaction,rightconduct,virtue,morallaw etc.Everyformoflife,verygrouppeoplehasitsDharma,whichisthelawofitsbeing.Dharmais the duty or the path of righteousness. Dharma comprises of Satya (truth), Yagna (dedication) andTapas(sublimation).ThebasisofDharmaisTruth.Dharmaorvirtueisconformitywiththe truthofthings;adharmaorvoiceisoppositiontoit.Dharmaordutyisatthecenterofthe Hinduwayofthinking,withitsstressonpersonalresponsibility,theconceptgivestoHinduism itsparticularstressonthecentralityofhumanityintheuniverse. CONCEPTOFYOGA ThewordyogaisderivedfromSanskrit,oneoftheworldancientlanguages.Initssimplicity, Yoga means a bringing together of the parts in order to create a union or balance of a personsbody,mindandspirit.Yogateachesguidelinesandvaluestofollow,andpracticesfor purificationforthebody,mindandspirit. The roots of Yoga evolved from the spiritual and metaphysical disciplines of the Vedas and Upanishads,asacredtextfromnear600B.C.Yoga,however,rejectsthepursuitofmetaphysics, andstickstothepracticalpathoftranscendingtheegoinordertoawakenthecenterself,the purebeingofconsciousnessandawareness.Yogalookstopengageinthespiritualpathrather thantospeculateaboutit.ThetermYOGAindicatesaspecialconditionofthemindtranquility ofthementalcomposureinsuchaconditiononecanperformdesirelessaction. Therearevariousformssuitedtothedifferentnaturesofpractitioners.Threepathshavebeen delineated to achieve this purpose. Bhakti Yoga The way of Devotion, KarmaYogaaction, clarityofthinkingandJnanayogaknowledge.Oncethesearerealizedemployeescontribution to corporates objectives can be achieved. To the customer substandard products will not be sold, warrenties would be respected, there will be no over pricing, misrepresentations or compromiseswithsafety,environmentalprotectionwillbeavoided. Howisthisrelevanttotheindividual/organizationintodayscontext CompiledbyMANAGEMENTPARADISETEAM. Page87

WearelivinginanageofTamasic/Rajasicpredominance.Thereisoverallmaterialprogressand prosperity. Individual consumerism has taken over group contentment of the past. More and morewanttoincreasetheirstandardofleaving,drivenbyallroundconsumerism.Greeddriven livinghasreplacedneedbasedlivingofgroups.Weareallpulledintheoppositedirectionsof high material indulgence and the need to find larger meaningfulness in life. Increased materialismleadstogreedanddissatisfactionandtodaywearecaughtupinastressfulstateof existence, wherein human sensitivity has been hijacked by human indifference. We are hard pressedfortimeandarenotinapositiontoconnecttotheAlmightyevenifwehavethedesire todoit.

CONCEPTOFATTACHMENT Attachment is the band of desire we form with things of the outside world. The gunas are responsible for the attachment. Those who are deluded remain attached to those modes and actions. The senses play a very important role in the development of attachment. The individual,thinkingofsenseobjects,developsattachmentwiththem.Fromattachmentareborn variousdesires.Fromdesiresarisesanger.Fromangercomesdelusion,andfromdelusionarises confusion of memory. From confusion of memory comes loss of intelligence and when intelligenceislostthebreathoflifeisalsolost. CONCEPTOFPURUSHARTHA Therearefourstagesmanisprescribedthroughinrightfulliving.Theyarecollectivelyknownas Purushartha. This consists of Dharma, Artha, Kaama Moksha. These are comparable with the Western model of Maslows Pyramid of Hierarchy of Needs. While Maslows Model addresses needfulfillment,Purusharthamodeladdressesthedutybasednecessaryandsufficientthatisa mustforappropriatespiritualgrowth. In the Purushartha model we have Dharma taking the first and foremost stage through an individualisdutyboundtostarthislifelearningprocess.Largely,thisstageischaracterizedby Valuesowingandnurturingandstrengtheningthecharacterandethicalbaseoftheindividual attheearlyage.Catchthemyoungistheapproach.Dharmaisthepathofrighteousnessand truth.Thistrainingisimpartedthroughthehardapproachthroughtherigorousbuthighly effectiveGurukulmethodofeducation. Aftertheconvocationthestudentreturnstohisabode(home)andentersintothenextstage. He enters into the next stage of life duty, Artha fulfillment, meaning the creation of material wealth through Dharma path and setting up his home and making himself selfsufficient and adequatelycomfortable.Thisagainisaduty,notawhimwhichonecouldtakeitorleaveit Havingmadehimselfcomfortablematerially,manentersintofulfillinghisdesiresintheKaama stage of duty fulfillment, in which he is prescribed to fulfill all his desires with Dharma as the Page88

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guideline following the path of moderation (not overindulging, neither repressing his desires).Thisincludessettlingwithamarriedpartner,havingafamily,raisingchildren,nurturing themandsowingValuesinthem(allactivitiesofinvolvedliving,inshort) ThelastdutyformanshouldstrivetofulfillistheattainmentofMoksha.IntheKaamastage,he goes through involved living of life. Although it is prescribed that he has fulfill his Kaama tendencies through moderation, man tends to overindulges or underindulges as a result he experiences a certain attachment with his not fully experienced and not fully expressed desires.Throughunderstandingandcarefulstepsheshouldaddresstheseissuesandenterinto Mokshastage,wheretheindividualentersintotranscending(goingbeyondthetwinattributes ofattractionandrepulsion,notgettingaffectedbytheextremes,byjoyorsorrow).Hepractices the wise art of detachment both mentally and physically from the world of interaction, involvementandindulgence.AttheendheisreadytomeettheCreatorthroughsheddinghis mortal coil (physical death) into the life thereafter. This stage is prescribed to make the transitionspirituallyeasierandmeaningfulandlesspainful. OnecouldcomparethePurusharthamodelwithMaslowsPyramid.Thebasicnotabledifference isthatintheIndiancontextneedfulfillmenthastohappenwithDharmaasthefirststagenot throughthephysicalneedfulfillmentasthefirststage.Artha,KaamaMokshastagesaresimilar tothefivestagesoftheMaslowsPyramid,withtheadditionalbaseatthebaseofDharma.

MINDSTILLING&DHYANA Mindstillingisaformofmindcontrolthoroughcarefulthoughtchanneling.Weareastormof mixedthoughtsmostofthetime.Everytimewewanttoconcentrateorfocus,wefindourselves making efforts to concentrate or focus. The mind i. e. the Mano Maya Kosha follows the streamingprinciplelikewater.Ifthoughtsareforcedtobecontainedthenthethoughtsfill thesameverycontainer.Ontheotherhandifthethoughtsareleftaloneandjustobserved, they take a natural course of flow, which does not disturb the individual with opposing and mixedthoughts. Mindstillingisaprocessinwhichthoughtstreamingisobservedbytheindividualwithoutany effort.ThisistaughtbyaqualifiedMaster.Whileobservingthethoughts,astagecomeswhen the thoughts are seen to flow and their randomness does not affect the individual. The individual takes the position of an observer rather than a involved particiapant. The dissociation of the person from the thoughts through observation leads to disidentification of thethoughtsasmine.Hencethemindgraduallybecomescalmandstill.HencethetermMind stilling. Dhyanaisaformofmeditation.Byadoptingacalmdisposition,theindividualdoesobservation of a form or chants a mantra. There is a focus but without effort. It is more of a happening ratherthanadoing.Initiallyitstartswithaguidancethrougheffort,tilltheobservationstarts. Page89

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Then on, the observer takes over and acceptance follows. For Dhyana to be effective, the prescribedconditionsarecalmness,letgo,observation,effortlessnessorminimumeffort.The keyistonottoputineffortandthuskeepthestresstotallyout.

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